Making the transition from long-standing organizational norms to agile ways of working is difficult. Executives have to unlearn many of the things that led to their personal success, and the success of their companies, in the first place. One of the most common traps is redesigning the organization around agile principles and practices while senior managers, who are not part of the daily agile routines, keep doing things the way they have for years. One key role of agile lead

Teams are complex systems of individuals with different preferences, skills, experiences, perspectives, and habits. The odds of improving that complex system in a meaningful and sustainable way are higher if every team member — including the leader — learns to master these three foundational capabilities: internal self-awareness, external self-awareness, and personal accountability. Internal self-awareness involves understanding your feelings, beliefs, and values. Teammates w

When first articulated in 2000, in The Alchemy of Growth, the Three Horizons model was a breakthrough as it allowed senior management to visualize what an ambidextrous organization would look like. However, in the 21st century the Three Horizons model has a fatal flaw that risks making companies lag behind competitors — or even putting them out of business. The model described innovation occurring on three time horizons and McKinsey suggested that to remain competitive in the