Business Agility

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Business Agility

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    "Scale with agility is no longer an impossible trade-off but a necessity"

    "Scale with agility is no longer an impossible trade-off but a necessity""Scale with agility is no longer an impossible trade-off but a necessity""Scale with agility is no longer an impossible trade-off but a necessity""Scale with agility is no longer an impossible trade-off but a necessity"

    'The Crux Of Business Agility' is the book you need to read to truly appreciate the power of Business Agility

    "Scale with agility is no longer an impossible trade-off but a necessity"

    "Scale with agility is no longer an impossible trade-off but a necessity""Scale with agility is no longer an impossible trade-off but a necessity""Scale with agility is no longer an impossible trade-off but a necessity""Scale with agility is no longer an impossible trade-off but a necessity"

    'The Crux Of Business Agility' is the book you need to read to truly appreciate the power of Business Agility

    About the book 'The Crux Of Business Agility'

    The Book

    Addressed to executives and leaders, this book tries to bring forth in one small chunk just the essential fundamentals, the crux of Business Agility. This is not a heavy ‘how to do’ manual for agile practitioners (although there are quite a few tips and tricks mentioned). Based on my experiences with senior leaders and executives, I have found that despite all the advances that some organisations have made with agile in recent years, there is still a need to distill and summarise the key ideas in one place. This is why I have written this book - to help busy executives go beyond the hype and see clearly through the biased and sometimes conflicting opinions out there. The book covers a wide swath however, - from the origins of agile, a new mathematical construct on Business Agility, mega trends like remote working, retirement crisis and the advent of AI, the need for a Business Agility Office led by a Chief Agility Officer, through to the antipatterns and gotchas to watch out for.

    Your Reviews and Support

    Your reviews and ratings of the book on Amazon and other online platforms is much appreciated! You can save more jobs, create new employment, and help businesses succeed better by helping the book reach more people in leadership positions. If you believe in the promise of agility and the ideas presented in the book, then please spread the good word around.

    Explanations and answers to 'The Mirror Test' (contained in the Book)

    1. Yes 
    2. Yes
    3. No
    4. Yes
    5. No
    6. No
    7. No
    8. No
    9. No
    10. No
    11. Yes
    12. No
    13. No
    14. Yes
    15. No

    1. Allowing mistakes is key to agile leadership because it is better to take initiative and learn from mistakes fast than assume certainty and stick to what worked in the past 
    2. It is neither necessary nor possible to maintain full oversight and control from the top as your organisation grows. Self-control works better and it works really well if people feel trusted and accountable
    3. External control is sometimes only an illusion - it is easy to be compliant but still bend the rules or game the system. Silent sabotage is not uncommon in organisations where people feel disengaged
    4. Learning is a habit and only gets strengthened when people are allowed to pursue what 'they' want to learn. In the modern VUCA fast-changing world, constant learning is the best way to stay relevant
    5. Frequent reallocations and movements do not allow the formation of stable teams or lead to high performance - rather than moving people around too much, teams should instead be more flexible and work on different goals as they evolve
    6. A good leader is decisive but not one who prioritises efficiency over quality - good decisions require analysing  facts and data and and considering the opinions and insights of other people closer to the ground. Also, some decisions may need to change even after they have been made depending on feedback gathered. Strongly decisive leaders may struggle with some of this as it goes against a certain self-image they might have come to value
    7. Everyone needs clarity and communication (sometimes even overcommunication!) to buy into an idea or initiative. Expecting smart people to simply get it and follow orders does not lead to success anymore
    8. Steadfastly sticking to plans and agreed milestones does not guarantee success in today's business landscape. What is more important is to stay open to changes in plans and taking detours whenever required
    9. It is a myth that people naturally resist change although it is true that change resistance is real. Change is often very welcome and provides new excitement and satisfaction provided it is not shoved down the throat and provided many other relevant factors are carefully identified and addressed upfront
    10. No one today is immune to learning and development. Senior leaders particularly need to embody the 'growth mindset' and role model learning-friendly behaviours to inspire the rest of the leadership to follow suit
    11. An agile leader prioritises participation and engagement of everyone in the organisation. People need psychological safety to feel courageous enough to speak up, dissect the truth and contribute to the common success.
    12. It is good to visit the frontlines and talk to the people but not with the intention of checking-up on the truth or correctness of the reports being presented to you. If an environment of trust has been built and good systems are in place, then reports will be accurate. Regardless, you should focus more on the actual work getting completed and feedback of customers rather than reports which are after all just surrogate artefacts 
    13. Good teams that feel more psychologically safe are often more anal about identifying and correcting errors (so their reported numbers may be greater). Also, defect numbers are sometimes not a function of team competence but a matter of the product/service maturity, technology evolution or external circumstances. What matters more is understanding the trend of how the errors are getting addressed and being prevented from recurrence
    14. While the goal is always perfection, you realise that it is forever unachievable and so it is more important to define what 'very good' is and go for it. In today's fast changing world, the definition of perfection will always shift and the benefits of trying to achieve it at extraordinary cost may be very short-lived
    15. Leading this way will only reinforce and magnify the importance of hierarchical status differences and not contribute to building psychological safety, trust, participation or engagement

    Contact Me

    Drop me a line or share your feedback!

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