Digital Transformation

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.

Service elements

  • 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?

Typical Benefits

  • 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
Agile for All

Agile for All

Some reflections on the path agile is taking to adoption through organisations, drawing on some recent experiences and pain points. When organisations begin exploring agility as a key capability, there is a fairly well trodden path of discovery, until efforts stall...

Online Identity & Trust-Building 101

Online Identity & Trust-Building 101

In this edition, Livio considers some of the basic steps that leaders need to take to improve their visibility and credibility using digital workplace platforms. Friends reunited Last week, we invited our friend Katharina Krentz to introduce a selected management...

Colleague-First Experiences: Another Management Conundrum

Colleague-First Experiences: Another Management Conundrum

Some reflections on EX, the role of managers in creating colleague-first experiences and the challenge of relentless change for all. Investment in colleague-centricity is finally catching up to customer-centricity. We have many more conversations with our clients...

Thanks For The Memory

Thanks For The Memory

This week, Livio digs into the central role that memory plays in all aspects of our work, as well as wider society. Memory is a powerful factor in shaping both individual and collective perceptions of pretty much everything we do, but in our field we often take its...

It’s Highly Illogical, Captain

It’s Highly Illogical, Captain

This week, Livio shares some thoughts and links on our brain's ability to make rational decisions and retain knowledge in the face of evolutionary and cognitive challenges. Behaving like apes Like many others in Europe, I recently took part in some tentative,...