Since I gave a presentation at Business Agility 2017 in New York in February, there’s been a definite spike in interest for my work in making organisations adaptive.
How does adaptability work? How does it make a business more profitable? I get asked those and related questions almost daily.
I was at an Agile-themed conference recently as a featured speaker. But as is the often case at these events I was able to take in a lot of the other breakout and keynote sessions. Each was filled with fascinating discussions about building better teams, various techniques to move projects and organisations forward along with other related topics.
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.
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.