Innovative Succession Development

Organizations reaching a major milestone of entering S&P 500 rating used to stay there for 25-35 years. The cycle time of this rating has reduced to less than half, with the average lifespan of 10-15 years. 

Success of organizations was sustainable for a longer period of time with natural leadership and little need to develop a formal mechanism for filling the gap. On this burning platform - succession planning with the overall production engine is a critical organizational need. 

Let us go through some high level steps of making this transformation effective.

With the iterative, incremental, collaborative and innovative mindset, the two extreme layers of the leadership need to collapse and break barriers from top down and bottom up simultaneously. The methodology has inherent opportunities to nurture upcoming potential leaders while maintaining humility and will, to succeed in a bigger picture.


While talking to global executives recently (primarily based in the Middle Eastern region), we explored cutting edge methods for business and technology teams with a focus on the following three aspects:



    Purpose:

    What is the purpose of leadership development?

    Practice:

    What is the current industry practice for empowerment?

    Process:

    What is the recommended process for a sustainable succession?

    • Purpose: Empower to make strategic decisions
    • Practice: Keep making new mistakes
    • Process: Nurture leaders with humility



    Contrary to the popular belief that leaders are born and not developed - our methodology approaches this challenge differently. We enable organizations in developing leaders with the right culture and management style and nurture them from the grass root levels.


    Training can open the eyes and help us see things differently. It is the actual on-job collaborative coaching that brings sustainable results. 

    Your contextual questions on how to enable your organization in meeting this critical need are most welcome at more@agilelaments.com

    Innovation and Collaboration in High Performing Agile Teams


    Waterloo (London) rocked with innovative agility earlier this week (on Mar 28, 2013) with the Agile Evangelists. Thank you very much to the audience for collaborating in the ideas and engaging in the innovative thoughts.
    My personal favourite idea of the night about using a real burnt chart instead of a burn-chart (burn-up or burn-down) was very well received and tweeted. The intention of this activity to highlight and improve communication between business and software delivery teams with real information radiation.

    We will be scheduling a follow-up webinar within April for the wider global audience. Stay tuned at the meetup site http://www.meetup.com/Agile-Evangelists/

    Executive Summary:
    The survival tactic in these challenging times demands a culturally diverse and regular intersection of teams at various levels. One of the symptoms of continuous lamenting by the delivery team is rooted in its inability to impact the programme, portfolio and longer term vision within the organization. A critical root cause is the lack of ability to collaboratively manage changing priorities. Business and solutions delivery organizations are always busy in fire fighting the much required accelerated time to market and don’t get the opportunity to synch up.

    During the talk, we explored some initiatives for getting the team together at multiple levels iteratively, incrementally and best of all – collaboratively. It is a culture change for better flow - a paradigm shift from traditional practices to the new continuous innovation and disciplined execution mind-set.
    Slides are available at:

    We explored cutting edge methods for high performing teams with case studies from recent agile and lean transformation engagements with fortune 100 organizations and startups. Some of the benefits of this technique are enhanced ability to manage changing priorities, collaborative portfolio and programme definition and reduced risk.

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