The potential gains from adopting new ways of working at the operational level of teams and business units are huge.
Implementing agile methods, switching from process- to service-oriented approaches and equipping small, multi-disciplinary teams to move quickly without bureaucratic hold-ups can transform the way we work and define the ‘new normal’ for the agile organisation.
Our approach to Developing the Agile Organisation is based on leading-edge practice and hands-on experience of successfully preparing managers and team leads for new ways of working within global firms.
We work across all areas of business agility, including strategy, planning, HR and internal line-of-business teams, as well as technology and product teams themselves.
We help each organisation develop their own unique playbook or agile system adapted to local challenges and culture, rather than implement the mythical ‘one true agile’ ideology.
Agility means different things to different teams, but the basic principles are widely applicable.
We favour distributed transformation over top-down change programmes, meaning all stakeholders have a voice in de-bureaucratising organisations, and in testing small tweaks or experiments that might help move things forward, measured against organisational health and capability goal.
Switching from command and control process management to encouraging teams to own and improve the services they provide can be incredibly liberating and also transforms the role of team leadership.
- Mapping emerging market dynamics
- Mapping the organisation’s ecosystem
- Mapping emerging digital capabilities & talent needs
- Assessing digital maturity & team fitness
- Learning & embedding sprint design for teams & leaders
Challenges we address
- Not an IT team, but leaders still expect us to be ‘agile’ – how to do it?
- How do we define ‘agility’ for business teams?
- How can leaders develop more effective ways to work with their teams?
- How can we decentralise ownership of the products/services/projects?
- Improved team ways of working
- System for assessing & improving teams
- Team fitness checks embedded into the flow of work
- Ways of working focused on getting things done
- Supported team leads able to design new ways of working
A few weeks ago, LJ hosted a vibrant and well-informed twitter chat about the future of the digital workplace, which we summarised in a blog post. It occurred to us that there are a lot of people and organisations still working hard to develop a basic connected...
Last Friday I hosted our first ever #PS_Salon discussion on Twitter, conducting a retrospective of the Digital Workplace. Hearing what the Digital Workplace community have learned over the last 20+ years and speculating on what will come next proved to be a fertile ground for conversation…
As technologies continue to advance and the amount of information grows, “keeping up” can feel overwhelming. This is not going to change, in fact, it will worsen as technologies and work environments continue to evolve. An employees’ learning agility is a critical factor of success, and should be a key competency in recruitment…
As organisations struggle with the increasing complexity of change, they are at increased risk of moral missteps. The challenge of ensuring products are ethically designed can come second to being disruptive, innovative and cutting-edge. Many large organisations take their cue from Facebook, Google and Uber who are not covering themselves in glory in this area…
We do a lot of work with organisations to help embed new ways of working enabled by the digital workplace. One of the most commonly cited barriers to adoption of modern work techniques is employees who think they lack the time to try new things. More often than not, this objection comes from leaders, rather than front-line teams…
A 21st century organisation uses systems thinking to enable agility. Shipping working code is an example of a highly valuable system that most startups develop early. When startups scale, everything moves so fast that the sole focus is on shipping the product to specified deadlines. If diversity isn’t engrained into the system of shipping the product, it will be forgotten during scaling…