It is easy to point out that changing technologies, revised business models and increased competition demand an agile and adaptive response from businesses so that they can survive. While many companies seek to use these technologies to understand customers and create evermore elaborate marketing strategies, applying the technologies to redesign organisations and the world of work are less understood. Most companies simply design the people roles to serve the technologies and then the technology becomes the master.
Blame is an interesting area of psychology, a legally authorised social mechanism, and a fairly baffling human quirk. Philosophers and theorists have competing ideas about what constitutes blame and its underpinning mechanisms. However, the philosopher Tognazzini (2014) says that blame “is a negative evaluative judgement that implies responsibility.” This is a good generalisation of what blame involves, and the keyword here is negative.
A brief introduction to the article: Many Agile and Lean practitioners who have been in the business for some time learn to differentiate between transformation efforts that are real and deep-rooted and those that are sincere yet superficial. Often practitioners will say amongst themselves that a transformation is the real deal or a cargo cult, and this article aims to expand upon the origins of the term cargo cult and why there are cautionary lessons for all of us involved in and advocate Business Agility and Adaptability.
If you are a change leader -- C-suite executive or middle manager, embarking on a change program, getting the foundations right is critical. This will determine the success or failure of your transformation. Read Waste Management from our eBook, Change Readiness: Planting the Seeds for Change Success or download it in its entirety here.
Where does all the rubbish go?
You will be familiar with the word “landfill” but have you ever actually seen one? Where exactly are these places? They never appear in that “points of interest” list on a satnav and they are never signposted off the motorway. The reason for that, of course, is obvious. It is why the dumpsters are hidden around the back of your favourite restaurant. Nobody wants to think about them, let alone see them.
It is easy to point out that changing technologies, revised business models and increased competition demand an adaptive response from businesses in order to survive. It is quite another thing to recognise what an adaptive organisation looks like in practice.
The CAFÉ Change Planner Workshop is a one-day introductory session for 5-10 people, is aimed at C-Suite, middle managers, and change leaders and is a great starting point for your journey to Adaptability and Agility.
The hands-on, minds-on workshop is great for Agile practitioners and business leaders exploring routes to change. It offers some practical ways to understand your current organisation’s “change” personality and examines new forms and methods of change that are crucial for Business Adaptability and Agility.
This hands-on, minds-on Agile Tools Session at the Agile Business Conference on Thursday, the 26th of September, is great for Agile practitioners and business leaders exploring routes to change. It offers some practical ways to understand your current organisation’s “change” personality and examines new forms and methods of change that are crucial for Business Agility and Adaptability.
If you laid all the concrete-reinforcing steel bars used in the construction of the Burj Khalifa end-to-end, they would stretch from Rome to Los Angeles. The world's tallest building and pride of Dubai is a spectacular architectural feat, comprising 160 stories of retail stores, hotels and private residences rising half a mile into the sky. It has more floors than any other building; the longest travelling elevator; the highest outdoor observation deck and is the tallest, freestanding structure in the world.
In this podcast, as part of the Inspiring Conversations in the Business Agility Series, Stephen discusses
how during business transformations leaders often lose sight of the strategy, organisational structures, and requirements for technology.