|
|
Sooner Safer Happier:
Human systems experience the loss of information and things will start to creep back if your foot is taken off the gas.
|
085 |
|
|
Sooner Safer Happier:
In order to increase agility, in order to optimize for the fast flow of safe value, work and the system of work needs to be descaled.
|
086 |
|
|
Sooner Safer Happier:
An organization is a network of interdependent services. Therefore the descaling efforts should include working to break dependencies, not only to manage them.
|
086 |
|
|
Sooner Safer Happier:
As the organization scales agility by descaling the work and the system of work, it is important to ensure that teams with high autonomy also have high alignment.
|
087 |
|
|
Sooner Safer Happier:
It is a common learning to miss the middle and need to back later… The pressurized middle should be explicitly supported in the move from traditional…
|
089 |
|
|
Sooner Safer Happier:
People in the pressurized middle have a very important role, and that role is no longer command and control or detailed order-giver.
|
089 |
|
|
Sooner Safer Happier:
If members of a leadership team are not prepared to adopt the principles and practices that they expect their followers to adopt, success will be limited.
|
089 |
|
|
Sooner Safer Happier:
Middle managers are critical enablers as servant leaders, coaching their teams in continuous improvement alignment to outcomes and being coached.
|
091 |
|
|
Sooner Safer Happier:
There is no one size fits all for organizational agility. There is no silver bullet. There is no One Way, no Agile-in-a-box that optimizes outcomes in all contexts.
|
094 |
|
|
Sooner Safer Happier:
Interventions are irreversible. Like adding milk to coffee, they cannot be undone. People don’t forget.
|
095 |
