Upload
agilenz-conference
View
118
Download
1
Embed Size (px)
Citation preview
Why this talk?
Different
backgrounds
Partnering on this
learning journey
Challenged by the
same questions
Sharing our insights
and experience
A visit to a house somewhere in Wellington..
Mark Thompson, 2012“I blame entropy”
Increase in
entropy
Highly ordered
Making sense of our world: Cynefin
Cause-and-effect
is known
Cause-and-effect is
unknown
OrderedUnordered
Complex
Probe
Sense
Respond
Emergent
Complicated
Sense
Analyse
Respond
Good Practice
Chaotic
Act
Sense
Respond
Novel
Simple
Sense
Categorise
Respond
Best Practice
Disorder
For more see: https://en.wikipedia.org/wiki/Cynefin_framework and David Snowden and Cognitive Edge
VolatilityUncertainty
VUCAComplexityAmbiguity
Responses to disruption by industry
How to Create an Agile Organisation: McKinsey and Company, October 2017
% of respondents reporting organization-wide agile transformations at their companies,1 by industry
54
50
46
42
38
34
30
26
22
0
Low Perceived instability of business environment2 High
High tech
Social
Sector
Electric power
and natural gas Financial services
Telecommunications
RetailMedia and
entertainmentProfessional services
Advanced industries Consumer packaged goods
Oil and gas
Heathcare systems
and services
Travel, transport, and logistics
Automotive and assembly
Infrastructure
Pharmaceuticals
And medical products
Private equity and principal investors
Basic materials
The “busyness” epidemic
Managers are spending fewer than seven hours per
week of uninterrupted time to do deep versus shallow
work
Rest of time spent attending meetings, sending e-
communications or working in time increments of less
than 20 minutes
Busyness drains energy, equals less innovation and
engagement
Labour Productivity has been declining in NZ over the
last 5 years and sits at less than 1% per annum
Only 14% of NZ employees are engaged in their jobs
Challenges with adopting Agile
Company philosophy or culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measurements
Ineffective collaboration
Regulatory compliance and governance
Don’t know
47%
43%
34%
31%
45%
41%
34%
19%
20%
15%
63%
2%
*Respondents were able to make multiple selections.
VersionOne® - 11th Annual State of Agile Report (2017)
Our hypothesis:
“How can you arm yourself so that you
successfully tackle those new, unfamiliar
situations that are bound to come your way?
Through Learning”
From: Becoming an Agile Leader, Victoria Swisher
We support this statement and our talk will
show you how we came to the same
conclusion.
We believe that Learning Agility is a key
leadership skill required for sustainable
transformations.
Leadership
People,
Systems,
structures &
processes
Employee
Engagement
Transformation
Start here
Learning
Agility
AA
ME
TA M
EN
TAL
MO
DE
LOrg. Strategy
History
Purpose
Processes
Learning habits
Awareness of
value
History
Decisions
Purpose
Internal conflict
Values
Beliefs and biases
Attitudes
Habits
Decisions
Skills
Emotions
Empathy
Behaviours
Conflict
agreements
Understanding
of value
Shared learning
processes
and habits
Processes
and rules
Decisions
Strategy &
objectives
Structure
History
Behaviours
Objectives
Purpose
Habits
Organisational
learning
Habits
Policies and
rules
Value Chain
Roles and
responsibilities
Realising Value
By Andy Cooper and Aldo Rall
A3 version can be found here:
https://goo.gl/JrjMnt
AA META MENTAL MODEL: My leadership and learning agility skills
1. Me
Adapting /
Survival
SCARF
Model
Maslow’s
Hierarchy of Needs
Learning habits
Awareness of value
History
Mindset
Decisions
Purpose
Discipline
Skills
Emotions
Empathy
Behaviours
Values
Beliefs and biases
Attitudes
Habits
Decisions
Survival skills for me: Develop thinking and memory skills
Chunking * is a term referring to the
process of taking individual pieces of
information (chunks) and grouping them
into larger units. By grouping each piece
into a large whole, you can improve the
amount of information you can remember.
Using focused and diffused modes *:
“your mind needs to be able to go back
and forth between the two different
learning modes…. allowing yourself to
grow a neuro-scaffold to hang your
thinking on”
*From: Learning how to learn, A Coursera MOOC with Dr. Barbara
Oakley & Dr. Terrence Sejnowski
Get enough sleep! *
• Chunking on Steroids = Latticeworks of
Chunks = mental models
• Mental models = mind’s toolbox for making
decisions
• “you must have a large number of them,
and they must be fundamentally
lasting ideas”
** From Farnam Street Blog: https://www.farnamstreetblog.com/mental-models/
Mental Models **
Learning Agility research for me
https://www.kornferry.com/developing-learning-agility
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn”
Alvin Toffler
15%
Is a top predictor of high potential. It
is estimated that just 15% of the
global workforce are highly agile.
+25%
Korn Ferry found companies with
highly agile executives have 25%
high profit margins than their peer
group.
*Korn Ferry Institute study, 2014
Executives with high levels of
learning agility, tolerance for
ambiguity, empathy and social
fluidity are five times more
likely to be highly engaged.
5X1X
2X
3X
4X
Individuals with high learning
agility are promoted twice as
fast as individuals with low
learning agility.
*Korn Ferry Institute study, 2014
2x
Survival skills for me: Learning Agility
Learning Agility Spiral for Active, Continuous and
Intentional Learning
Awareness
Share
and
Explain
Evaluate
the
Learning
Implement via Experiments
Explore Alternatives
Awareness
• Traditional learning practices are becoming
less effective
• Learning does not stop with reading or
attending training
• Life around us provides opportunities to
learn (the experience is active learning)
• How do we improve the effectiveness and
value of our active learning?
“We’d rather do the quick,
simple thing than the
important complicated thing,
even if the important
complicated thing is
ultimately a better use of
time and energy”
I may be biased
https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18
Inscription over the Greek temple in Delphi
Use the SEEDs Model to
understand and Manage your
Biases
5 Main types of Biases:
• Similarity
• Expedience
• Experience
• Distance
• Safety
https://neuroleadership.com/portfolio-
items/breaking-bias-updated-the-seeds-model-2/
Clarity of Purpose
Why Discovery course by Simon Sinek:
“Everyone has a WHY. Your WHY is the
purpose, cause or belief that inspires you.
Knowing your WHY gives you a filter to
make choices, at work and at home, that
will help you find greater fulfilment in all that
you do”
https://startwithwhy.com/why-discovery-course/
Survival tools for me: “Know thyself”
Use the SCARF model to
understand your triggers.
http://www.scarfsolutions.com/selfassessment.aspx
AWAYFrom
threat
response
Status
Certainty
Autonomy
Relatedness
Fairness
TOWARD
Reward
Response© David Rock
1. Me
2. My Teams
Tuckman
Model &
Lean Change
Management
Adapt
Maslow
P. Lencioni:
5 dysfunctions of a team
Team charter
Social contract
SCARF
Behaviours
Objectives
Purpose
Habits
Shared learning
Discipline
Processes and rules
Decisions
Beliefs
Agreements
Understanding of value
Experiment friendly
Strategy & objectives
Structure
History
Safety
AA META MENTAL MODEL: Me and my teams
Psychological safetyTeam members feel safe to take risks and
be vulnerable in front of each other.
1
DependabilityTeam members get things done on time and
meet Google’s high bar for excellence.
2
Structure & ClarityTeam members have clear roles,
plans, and goals.
3
MeaningWork is personally important to
team members.
4
ImpactTeam members think their work matters
and creates change.
5
Research for me and my teams
From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-
google-team/
From: https://www.linkedin.com/pulse/high-performance-via-psychological-
safety-joshua-kerievsky/ @HeidiHelfand @JoshuaKerievsky
Be YourselfTake Risks
Psychological safety exists when
you’re not afraid to
Make mistakes Raise Problems
Ask Questions Disagree
Safe to take risks =
experiment friendly
Clarity and purpose
Recognition and
acknowledgement
Survival skills for me and my teams: Combat “busyness”
Lean work practices
• Focus on value
• Treat hours like dollars with a real opportunity
cost
• Understand where your time goes and strive to
reduce over communication
Understand your energy cycles
• Meeting free mornings
• 100% on and then 100% off
• High energy things when you have high energy
Create time
• 20% goal for learning and applying
• Diffused thinking time and activities
for creativity
Learn more:
• Deep work – rules for a focused
success in a busy world
• Smarter, faster, better
Survival skills for me and my teams: Learning Agility
Considerations for successful Learning Agility:
• Participate in Active learning
• Be aware of the step currently being practiced
• Visualize every step
• Have multiple tools available to perform at every step
• Celebrate the learning
• Keep the environment fail safe
Survival tools for me and my teams: A Learning Kanban
Backlog Done
Mental
model
sub
topics
Decide whether
you need to
learn it
(Low Priority)
Schedule a
block of time for
learning it
(Highest
Priority)
Learn it right
away
(High Priority)
Learn it as the
chance arises
(Lowest Priority)
Adapted from the original HBR article by Marc Zao-Sanders. See https://hbr.org/
2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-right-now
Tim
e t
o le
arn
Usefulness/ Value/ Impact of the feature
Celebration Grids from Jurgen Appello’s Management 3.0 materials.
See https://management30.com/practice/celebration-grids/
Celebration gridBehaviour
Ou
tco
me
Mistakes Experiments
You screwed up!
Where’s your
brain?
You lucky person!
OK, You failed
BUT you learned!
Yay! You exceeded
AND your learned!
Argh, bad luck!
Yay! You exceeded
by doing the right
things!
Practices
LEARNINGNo learning No learning
FA
ILU
RE
SU
CC
ES
S
Survival tools for me and my teams: A3 Thinking
Reducing waste and communicating efficiently and effectively
Background & problem
statementTarget condition
Current conditionSteps, schedule and
measurements
Project area: Owner:
http://jpattonassociates.com/opportunity-canvas/
Survival tools for me and my teams: Recognition and appreciation
Management 3.0 tools for recognition:
• Kudos Box
• Kudo Cards
• 12 steps to happiness
Some hints and tips for recognition:
1. Recognise people based on specific results and
behaviours
2. Implement peer to peer recognition
3. Share recognition stories
4. make recognition easy and frequent
5. Tie recognition to your company or team values
Article by Josh Bersin, Forbes magazine, see
https://www.forbes.com/sites/joshbersin/2012/06/13/new-research-unlocks-
the-secret-of-employee-recognition/2/#742727a5ede2
See https://management30.com/practice/
Survival tools for me and my teams: Change Leadership
McKinsey’s 7s Framework:
https://en.wikipedia.org/wiki/McKinsey_7S_Framework
Hard factors
• Strategy
• Structure
• System
Soft factors
• Shared values
• Skills
• Style
• Staff
PROSCI ADKAR model
Successful change
THE PEOPLE SIDE OF CHANGE
PHASES OF A CHANGE PROJECT
© Prosci Inc https://www.prosci.com/adkar/adkar-model
Awareness Desire Knowledge Ability Reinforcement
Business
need
Concept
& design
Implementation Post -
implementation
http://leanchange.org/
Lean Change Management
(Jason Little)
OPTIONS
INSIGHTS(START HERE)
EXPERIMENT
PREPARE
INTRODUCE
REVIEW
1. Me
2. My Team
Organisational culture
Collaborative
Experiment friendly and safety
Trust and
accountability
Disruptive
models
Org. transformation
models
Tuchman
Model
Adapt
Organisational
values
Team charter
Social contract
SCARF
Maslow
P. Lencioni:
5 dysfunctions
of a team
F. Laloux:
Reinventing
Organisations
3. My Organisation
AA META MENTAL MODEL: Me and my organisation
5 Practices of Exemplary Leadership
Extraordinary Leadership in Australia and New Zealand : The Five Practices That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With Michael Bunting
5 Practices 10 Commitments
Model the Way 1 Find your voice by clarifying your personal values
2 Set the example by aligning actions with shared values
Inspire a Shared
Vision
3 Envision the future by imagining exciting and ennobling possibilities
4 Enlist others in a common vision by appealing to shared aspirations
Challenge the
Process
5 Search for opportunities by seeking innovative ways to change, grow, and improve
6 Experiment and take risks by constantly generating small wins and learning from mistakes
Enable Others to
Act
7 Foster Collaboration by promoting cooperative goals and building trust
8 Strengthen others by sharing power and discretion
Encourage the
Heart
9 Recognize contributions by showing appreciation for induvial excellence
10 Celebrate the values and victories by creating a spirit of community
Survival skills for my organisation: Learning Agility
A learning organisation is
“…where people continually expand their capacity to
create the results they truly desire, where new and
expansive patterns of thinking are nurtured, where
collective aspiration is set free, and where people are
continually learning how to learn together.”
From: Building a Learning Organization by David Garvin, https://hbr.org/1993/07/building-a-learning-organization
Summary
Successful people, teams and organisations have better Beliefs, Habits and Discipline
Skills for me Tools for meSkills for me and my
teamTools for me and my team
Some skills for
my organisation
Some tools for
my organisation
Cynefin Cynefin Cynefin
Chunking
SCARF model
Clarity of Purpose A3 thinking
Learning Agility
5 Practices of
Exemplary
Leadership
Start-up Way
(Eric Reis)
Focussed &
Diffused thinking ExperimentCanvasses
Sleep Learning Decision Matrix
Mental Models
Find Your Why
Combat “Busyness”Celebration Grid
Learning Agility
Recognition and
Appreciation tools
(Management 3.0 and
Maslow)
Recognition and
Appreciation
Process not
Product SEEDs model Learning AgilityChange leadership tools
(ADKAR, 7s framework and
Lean change Management)Biases
In conclusion
“Only three things happen naturally in organisations:
friction, confusion, and underperformance. Everything
else requires leadership.”
Peter Drucker
Everyone is a leader, we just have different domains of
authority
Leadership
People,
Systems,
structures &
processes
Employee
Engagement
Transformation
Start here
Learning
Agility
Where do I start?
It starts with me
(You don’t need permission
from management to start
learning)
Have a clear sense
of purpose
ExperimentBe comfortable with
failure and ambiguity
Reduce waste
Visualise your
learning
Invitation …
As our world becomes increasingly volatile, unpredictable
and overwhelming, imagine the possibilities if we develop
the capabilities (personal & organisational) to quickly and
easily adapt to changing business conditions and actually
create change to outpace competitors and increase our
value. We fearlessly welcome challenges with confidence
and inspire (and empower) our teams to do the same -
knowing that we will learn from emerging future
challenges.
References for AA Meta Mental Model: Me and My Team
All Blacks
Legacy: what the All Blacks can teach us about the business of life, James
Kerr
Google Teams
From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-
team/
Leadership
Extraordinary Leadership in Australia and New Zealand : The Five Practices
That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With
Michael Bunting
Psychological safety
From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-
team/
Experiment
Management 3.0: Leading Agile Developers, Developing Agile Leaders,
Jurgen Appelo
SCARF Model
http://www.scarfsolutions.com/selfassessment.aspx
Maslow’s Pyramid (Hierarchy of needs)
https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs
Tuckman model
https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development
Lean change Management
http://leanchange.org/
Lean Change Management: Innovative Practices for managing
Organisational change, Jason Little
Team Charter (High Performance Tree)
Coaching Agile Teams: A companion for Scrum masters, Agile Coaches, and
project Managers in Transition, Lyssa Adkins
5 Dysfunctions of a team
The five dysfunctions of a team: A leadership Fable, Patrick Lencioni
References for AA Meta Mental Model: Me and Organization
5 exemplary practices of Leadership
1. Model the way
2. Encourage the heart
3. Challenge the process
4. Enable others to act
5. Inspire a shared vision
• Extraordinary Leadership in Australia and New Zealand : The Five
Practices That Create Great Workplaces By James M. Kouzes, Barry Z.
Posner, With Michael Bunting
Reinventing Organisations
Reinventing Organisations: A guide to creating organisations inspired by the
next stage of human consciousness, Frederic Laloux
General References and Background Reading
Agile Base Patterns in the Agile Canon, Daniel Greening,
https://www.computer.org/csdl/proceedings/hicss/2016/5670/00/5670f368.pdf
Help employees create knowledge – not just share it, John Hagel II and
John Seely Brown,
https://hbr.org/2017/08/help-employees-create-knowledge-not-just-share-it
SCG’s Agile Transformation Approach, Ahmed Sidky
A 2x2 Matrix to help you prioritise the skills to learn right now, Marc
Zao-Sanders,
https://hbr.org/2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-
right-now
High Performance via Psychological Safety, Joshua Kerievsky
https://www.linkedin.com/pulse/high-performance-via-psychological-safety-
joshua-kerievsky/
Agile Coaching, Rachel Dabies and Liz Sedley
FYI™ for Learning Agility 2nd Edition, Korn Ferry
Learning how to learn MOOC from Coursera,
https://www.coursera.org/learn/learning-how-to-learn
Mindshift MOOC from Coursera,
https://www.coursera.org/learn/mindshift/
Forget About setting goals. Focus on this instead, James Clear,
http://jamesclear.com/goals-systems
Differences between Busy people and productive people, Connor Neil,
https://www.linkedin.com/pulse/11-differences-between-busy-people-
productive-conor-neill/
General References and Background Reading
How to use the Feynman Technique to Learn Faster, Thomas Frank,
https://collegeinfogeek.com/feynman-technique/
Bounce, Matthew Syed,
https://whywhathow.xyz/book-crunch-bounce-matthew-syed/
Business articles:
• http://www.nzherald.co.nz/canvas-
magazine/news/article.cfm?c_id=532&objectid=11407591
• https://globalnews.ca/news/3343760/the-cult-of-busyness-how-being-busy-
became-a-status-symbol/
• https://opinionator.blogs.nytimes.com/2012/06/30/the-busy-trap/
Good Leaders and good Learners, Lauren Keating, Peter Heslin, Susan
Ashford,
https://hbr.org/2017/08/good-leaders-are-good-
learners?referral=03759&cm_vc=rr_item_page.bottom
Cognitive Biases cheat sheet, Buster Benson,
https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18
Disciplined Agile Delivery, Scott Ambler and Mark Lines
An Executive’s Guide to Disciplined Agile, Scott Ambler and Mark
Lines
Breaking Bias updated: The Seeds Model™, Matthew Liebermann,
David Rock, Heidi Grant Halvorson and Christine Cox,
Neuroleadership Journal, Volume Six, November 2015
Mental Models, Farnam Street Blog,
https://www.farnamstreetblog.com/mental-models/
Putting lifelong learning on the CEO Agenda, McKinsey & Company,
https://www.mckinsey.com/business-functions/organization/our-
insights/putting-lifelong-learning-on-the-ceo-agenda
General References and Background Reading
An Agile Adoption and Transformation Survival Guide: Working with
Organisational Culture, Michael Sahota
Enabling seamless lifelong learning journeys – the next frontier of
digital education, McKinsey & Company,
https://www.mckinsey.com/business-functions/digital-mckinsey/our-
insights/enabling-seamless-lifelong-learning-journeys-the-next-frontier-of-
digital-education
Getting ready for the future of work, McKinsey & Company,
https://www.mckinsey.com/business-functions/organization/our-
insights/getting-ready-for-the-future-of-work
The Neuroscience of Trust, Paul Zak,
https://hbr.org/2017/01/the-neuroscience-of-trust
Future of Work: Learning to Manage Uncertainty, Heather McHowan,
https://www.linkedin.com/pulse/learning-uncertainty-imperative-heather-
mcgowan/
Building a Learning Organisation, David Garvin,
https://hbr.org/1993/07/building-a-learning-organization
Turning potential into success; The missing link in Leadership
development, Claudio Fernandez-Araoz, Andrew Roscoe, and Kentaro
Aramaki, Harvard Business Review November-December 2017
Adding to VUCA: Leadership skills Gap
• Jobs are getting bigger (More VUCA)
• Supply of qualified talent is shrinking
• Results in younger people getting placed in
positions with greater responsibility and complexity
earlier than in the past than their predecessors
• Standard and Poors’ 500 – average age for starting
CEO role has fallen since 2010
• Not getting enough time on the job to develop more
complex skills than predecessors
• Previous experience may not provide necessary
insight into the future
• VUCA will place leaders in situations that could
challenge their current capabilities
From: Becoming an Agile Leader, Victoria Swisher, 2012
Top 10 required skills
In 2020
1. Complex problem solving
2. Critical thinking
3. Creativity
4. People management
5. Coordinating with others
6. Emotional intelligence
7. Judgement and decision making
8. Service orientation
9. Negotiation
10. Cognitive flexibility
In 2015
1. Complex problem solving
2. Coordinating with others
3. People management
4. Critical thinking
5. Negotiation
6. Quality control
7. Service orientation
8. Judgement and decision making
9. Active listening
10. Creativity
Source: Future of Jobs Report, World Economic Forum
Survival tools for me and my teams: Learning Agility Tools
Adapted from the Original by Pat Reed, 2016
Share and Explain – Teaching Agility, Knowledge Creation, Knowledge Networking, Organisation Capability Building, Creating
Learning Organisations, Feynman Technique
Explore Alternatives – Design Storming & Thinking; Innovation Games; Strategic Agility. Strategy Maps; Impact Maps, 5 Whys; Mind maps;
OODA Loops; Canvases & Story Boards & Maps, Assessing Opportunities, Developing & Testing, Hypotheses, Metrics that Matter: Baselining &
Benchmarking, Thin Slices; MVP, Managing Dilemmas & Paradoxes with Polarity Management, Decision Grid.
Evaluate the learning – Learning Agility, Let Learning Lead, Appreciative Inquiry, Fierce Conversations, Empirical Data Driven Learning,
Patterns, Reflections and Retrospectives, Self Renewing Cycle of Growth, Capability Building, Innovation, Celebration Grid
Awareness – Visioning Agility; Empathy Maps, Focus & Clarity: A3’s & Personal Kanban, Lean Project Chartering; Eliminate Blind spots:
Mental Models, NLP; Sense Making; Cynefin; Canvases, Expanding Awareness & Context: Envisioning, Value Modelling and Mapping; Value
Stream Mapping, Adopting Agile Mindset and Breaking Paradigms, Visual Tools, Transparency & Information Radiators, Assessments & Alternate
Perspectives.
Implement via Experiments – Execution Agility; Putting People First, Complex Problem-Solving, Rapid Decision-Making, Building High
Performing Teams, Business Process Re-engineering, Experimenting, Value Based Prioritisation, Project, Program, Product & Portfolio Mgmt.,
Operational Excellence, Creating a Learning Organisation, Fearless Follow-thru & Closure.
Survival tools for my organisation
The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth – October 17, 2017 by Eric Ries
Phase one: Critical Mass Phase two: Scaling Up Phase three: Deep Systems
Team Level Start small, figure out what works and
doesn’t for our company, touch a variety of
divisions/ functions/ regions
Scale up the number of teams, build
programs and accelerators as needed.
Include all divisions/ functions/ regions.
This is “the way we work”, tools and training
widely available to all kinds of teams. Not
limited to high-uncertainty projects
Division Level Enlist a small number of senior leaders as
“champions” to make exceptions to
company policies as needed
Train all senior leaders, even those who are
not directly responsible for innovation, so
they have literacy in the new way.
Establish Growth boards, innovation
accounting, and strict accountability for all
senior leaders to allocate resources to
change
Enterprise Level Get agreement with the most senior leaders
about what success looks like (cycle time,
morale, productivity). Focus on leading
indicators. Establish criteria to move to
Phase two. As word of successes starts to
spread throughout the organisation, recruit
early adopters at all levels
Build a transformation organisation with
heft. Develop coaches, a company-specific
playbook, new finance and accountability
tools like growth boards
Tackle the hardest deep systems of the
company: compensation and promotion,
finance, resource allocation, supply chain,
legal.
Overall Goal Build critical mass to get senior leadership
bought into rolling this out company-wide.
Translate the Startup Way into company-
specific culture
Build organisational clout to have the
political capital necessary to tackle the
thorny issues of Phase three
Build an organisational capability for
continuous transformation