Putting an Adaptability program in place in an organisation is a bit like a farmer planting seeds and tending to the fields over the summer in anticipation of a great fall harvest. There’s a starting point and an end point. But a lot of things have to happen in between.
Working with adaptive teams embedded within command and control organizations, I’ve noticed an unfortunate and entirely unnecessary phenomenon.
When working with clients as they strive to build more adaptable organisations, I’ve found that it often takes time to realign their view of IT to fit the new dynamic. It’s almost like learning a second language.
How many times have you fixed something with an improvised solution? Probably more often than you might guess. It’s amazing how useful a paperclip or safety pin can be when repurposed to hold together things other than paper or a piece of cloth.
It used to be that management skills were passed along from superiors, well aware of how an organization worked based on established institutional knowledge. The formula was simple: Take past management strategies, tweak and adjust for current realities and then manage. It’s an approach that was packaged, taught and executed with ease.
There are roughly two parts to my work in Agile and Adaptiveness. One is working with organisations on transformation. The other is recharging my creative batteries by engaging with colleagues and peers on agile and adaptiveness techniques.
So you’ve got duplicate internal services in your organisation. Simple enough to just share them with others in the company, right?
When working on an Adaptive-Lean transformation with an organisation, we look at their management, their leaders, their talent. What we’ve found that when it comes to recruitment, far too many look for candidates that are likely to maintain the status quo rather than infuse the organisation with new ideas.