How do you quantify uncertainty?

Recognizing that there is uncertainty shouldn’t stop you from quantifying its impact. During your leadership journey, you’ll be faced with many situations where you’ll be asked to make some balanced predictions.

From “When can we ship this product?” to “what is the impact of this delay?” or “How many factories do we need in order to make enough vaccine?” Understanding how to do predictions and quantify your uncertainty can literally save lives.

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How to shift the odds in your favor? How do you improve decision cycle speed in an organisation? How do you see hidden opportunities?

This competence is the intersection of three scientific fields: Neuroscience, Statistics and Psychology. It builds on insights from Nobel prize winner Daniel Kahneman, Risk & Statistics author Douglas “How to measure anything” Hubbard and from Strategic decisions making by Stephen Bungay.

What good are biweekly iterations if you are building on a monolith that can only be released effectively once a year?

Architecture & Tooling is one of the system factors that can make or break your Agility.

Architecture also carries a deeper impact, often hidden from view. Architecture impacts your organization and process, and vice versa. There is a system effect. So when you make changes in your architecture, often these need to be aligned with organizational and process changes that happen at the same time.

How do you shape and anchor culture?

What system factors should you have the courage to change (not just accept them ‘as is’) for them to truly come alive?

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How do you shape the organization that enables Agility?

While there are many patterns of how to do this, you benefit from thinking this through and doing this with an aligned intent. A good starting point is not to see organization as a blueprint, rather as an organism that is capable of adapting over time.

Organizational Agility is the capability to adapt and reshape the organization without drama, so it is fit for purpose to confront challenges ahead.

From a scaled perspective, you do want to base your Agile organization on a few basic building blocks that recur at different functions. This makes the transition for people and teams to new units smoother. They would know what to expect and what people would expect from them.

Without energy there can be no movement.

This practice area deals with how to build in energy – the fuel for engagement, movement and momentum.

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How do you move your organization from position A to position B?

Regardless of whether we are talking about market positioning, strengthening an organizational capability or flat out getting started with Agile, leading change should be natural to the Agile organization.

But, it doesn’t self-emerge at scale. Someone needs to train it to be so. This practice area is about how.

What is your direction?

You are not randomly reacting to your surroundings, right? How do you find a long-term direction, a rough course to keep at (moving) sea? How do you find, share and align your direction?

This is a crucial leadership capability that enables you to cut through noise and focus your essential energy on what really matters.