Our Agile Tales: Recent Episodes
Mun-Wai Chung & JF Unson
Once upon a time, in an agile land, we navigate corporate levels and political waters to transform the business to be adaptable to this forever changing world. We are excited to share with you our agile journey. Enjoy our tales as we weave our stories together, sometimes with others, on our podcasts.
Welcome to a new series of Our Agile Tales, Navigating World Crises: The Agile-Law-AI Alliance in Action!
In this series of episodes, we are joined by Ondřej Dvořák, CEO of AgiLawyer and COPS Solutions, and someone proving that agility isn’t limited to software teams or startups. With over 15 years at the crossroads of IT, law and finance, Ondřej has been bringing Agile principles into fields few consider “Agile-friendly.”
In this first episode, Ondřej explains how Agile methodologies like Scrum and Kanban can transform even the most traditional industries, including legal services. He details his initiatives, such as the non-profit Linking Help, which utilized Agile frameworks to aid Ukrainian refugees. Ondřej shares how he sparked Agile adoption in the legal sector by addressing common barriers and educating legal professionals on these methods. Additionally, he discusses the practical challenges and solutions implemented in real-world environments, emphasizing the adaptability and resilience that Agile offers, even in chaotic situations such as war. The discussion highlights the importance of Agile education for students and how it can prepare them for dynamic work environments.
- 00:00 Introduction to Agile Tales
- 00:17 Meet Ondřej Dvořák
- 03:14 Applying Agile to the Legal Industry
- 07:18 Challenges and Objections in Legal Agile Transformation
- 14:09 Agile Education for Law Students
- 16:42 Linking Help: Agile in Humanitarian Aid
- 20:44 Building and Scaling Linking Help
- 29:07 Conclusion
About Ondrej Dvorak
Ondřej is the co-founder of Linking Help, a nonprofit that mobilized legal aid for Ukrainian refugees using Scrum and Kanban to coordinate real-time support. It’s a powerful story of how agility can make a real difference in humanitarian crises—far beyond the domain of business. Andre’s work shows how Agile thinking can help even the most traditional sectors become more humane, responsive, and resilient.
You can follow Ondřej on LinkedIn at https://www.linkedin.com/in/ondrej-dvorak-agile/
Visit us at https://www.ouragiletales.com/about
In this last episode of our conversation with Nevine White, she discusses her journey in transforming traditional yearly budgeting to adaptive agile financial planning frameworks in major telecom firms. Nevine shares insights into overcoming leadership resistance, empowering teams to challenge the status quo, and the importance of continuous planning and operational agility. She explains how these changes fostered organizational nimbleness, better decision-making, and a culture of innovation. The conversation explores the role of finance in driving change, overcoming bureaucracy, and enhancing organizational agility, offering practical advice on managing fear, facilitating change, and improving communication and engagement within teams.
- 00:00 Introduction to Agile Tales
- 00:44 Transforming Financial Planning
- 02:12 Challenges of Leadership Changes
- 02:50 Empowering Organizational Change
- 05:18 Finance Team's Reaction to Change
- 08:28 Improving Communication and Processes
- 10:04 Addressing Risk and Fear in Finance
- 12:06 Overcoming Traditional Finance Barriers
- 16:15 Leading Change from Within
- 20:08 Advice for Finance and Non-Finance Teams
- 26:09 Conclusion and Upcoming Episode Teaser
Nevine's insights highlight that there’s no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance—often seen as the last function to change—can become a catalyst for business agility, resilience, and innovation. She is a Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.
About Nevine White:
Beginning her 35-year career in telecom engineering, Nevine went on to lead the FP&A function at TW Telecom for 2 decades. There, she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the company's sale, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP of Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security-as-a-service firm.
Recognized for her experience in finance, agility, and team building, she has been featured at conferences and on podcasts. She enjoys sharing her learnings and experiences with anyone seeking to change and enable their teams meaningfully.
You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/
Podcast music courtesy of www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Nevine White, Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.
In this episode, Nevine discusses the challenges and success of empowering teams, the concept of embedded finance, and how transforming financial processes has fostered business agility, creativity, and resilience. Nevine details the importance of support structures, clear empowerment guidelines, and the impact of shifting from conventional budget models. Her transformative initiatives led to significant improvements in operational efficiency and organizational morale.
- 00:00 Introduction to Agile Tales
- 02:12 Empowerment in the Workplace
- 03:44 Anecdote: The Importance of Clear Empowerment
- 06:44 Introducing Embedded Finance
- 10:17 Measuring Success and Overcoming Challenges
- 12:59 Transforming Finance Teams
- 18:10 The Impact of Abandoning Traditional Budgets
- 22:40 Continuous Planning and Forecasting
- 28:58 Conclusion
Nevine's insights highlight that there’s no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance - often seen as the last function to change - can become a catalyst for business agility, resilience, and innovation.
About Nevine White:
Beginning her 35-year career in telecom engineering, Nevine moved on to leading the FP&A function for TW Telecom for two decades. There she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the sale of the company, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security as a service firm.
Recognized for her experience in finance agility and building effective teams, she has been featured at conferences and on podcasts, and enjoys sharing her learnings and experiences with all who are seeking to meaningfully change and enable their teams.
You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/
Podcast music courtesy of www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Nevine White, Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.
In this episode, Nevine discusses the complexities of rewarding performance, advocating for rewards disconnecting from financial targets to prevent bad behavior. She emphasizes the power of recognition and simple rewards over monetary incentives. She also highlights her strategies for career growth and new process implementation, stressing the importance of defining success criteria upfront and evaluating outcomes transparently. Listen in to learn how rethinking budget processes can foster creativity, collaboration, and enduring business agility.
- 00:00 Introduction
- 00:44 Transforming Financial Planning
- 02:14 Rewards and Recognition Schemes
- 06:21 Creative Incentives and Employee Motivation
- 11:57 HR Policies and Career Growth
- 17:15 Innovative Processes and Experimentation
- 20:18 Measuring Success and Continuous Improvement
- 26:27 Product Reviews and Organizational Conversations
- 28:17 Conclusion
Nevine's insights highlight that there’s no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance - often seen as the last function to change - can become a catalyst for business agility, resilience, and innovation.
About Nevine White:
Beginning her 35-year career in telecom engineering, Nevine moved on to leading the FP&A function for TW Telecom for two decades. There she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the sale of the company, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security as a service firm.
Recognized for her experience in finance agility and building effective teams, she has been featured at conferences and on podcasts, and enjoys sharing her learnings and experiences with all who are seeking to meaningfully change and enable their teams.
You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/
Podcast music courtesy of www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Nevine White, Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.
In this episode, Nevine discusses the shift from traditional budgeting to agile financial planning, highlighting the benefits of continuous planning, operational agility, and real-time decision-making. She details the challenges and successes of implementing these changes, including the breakdown of old processes and the empowerment of frontline leaders. Nevine also shares insights into handling project funding, resource allocation, and fostering collaborative decision-making. Her approach showcases how rethinking budget processes can enhance creativity, collaboration, and agility in organizations.
- 00:00 Introduction to Agile Tales
- 02:05 Transforming Financial Planning
- 03:18 Empowering Decision-Making
- 04:39 Navigating System Infrastructure
- 06:46 Changing Corporate Conversations
- 09:46 Handling Change Fatigue
- 13:11 Efficient Forecasting and Planning
- 17:29 Dynamic Decision-Making
- 27:39 Capital Investment Strategies
- 28:20 Conclusion
Nevine's insights highlight that there’s no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance - often seen as the last function to change - can become a catalyst for business agility, resilience, and innovation.
About Nevine White:
Beginning her 35-year career in telecom engineering, Nevine moved on to leading the FP&A function for TW Telecom for two decades. There she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the sale of the company, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security as a service firm.
Recognized for her experience in finance agility and building effective teams, she has been featured at conferences and on podcasts, and enjoys sharing her learnings and experiences with all who are seeking to meaningfully change and enable their teams.
You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/
Podcast music courtesy of www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Nevine White, Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.
In this episode, Nevine explains how she executed the shift to rolling forecasting. She details the initial varied reactions, the creation of a robust training program, and the integration of finance teams into regional operations for real-time decision-making. Nevine also elaborates on gamification strategies, overcoming executive resistance, and the importance of continuous learning and communication. Highlighting her experience of guiding executive leadership through this transition, she emphasizes the role of proactive coaching and effective upward management.
- 00:00 Introduction to Agile Tales
- 01:57 Transitioning from Traditional Budgeting to Agile Financial Planning
- 02:24 Implementing Rolling Forecasting: The First Steps
- 03:14 Training and Engaging the Organization
- 06:27 Challenges and Emotional Impact
- 08:14 Burning Platform Conversations
- 11:19 Embedding Finance in the Regions
- 14:38 Building a Collaborative Learning Environment
- 19:00 Executive Leadership Buy-In and Coaching
- 26:13 Conclusion and Final Thoughts
Nevine's insights highlight that there’s no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance - often seen as the last function to change - can become a catalyst for business agility, resilience, and innovation.
About Nevine White:
Beginning her 35-year career in telecom engineering, Nevine moved on to leading the FP&A function for TW Telecom for two decades. There she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the sale of the company, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security as a service firm.
Recognized for her experience in finance agility and building effective teams, she has been featured at conferences and on podcasts, and enjoys sharing her learnings and experiences with all who are seeking to meaningfully change and enable their teams.
You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/
Podcast music courtesy of www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
We’re kicking off Season 11 of Our Agile Tales with an eye-opening conversation with Nevine White, Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.
In this episode, Nevine shares how her journey began in the telecom industry when a bold CFO literally tossed out the company’s annual budget, sparking a search for a better way. That search led to adopting rolling forecasts and experimenting quarter by quarter - breaking and remaking processes along the way - to create a more nimble, data-driven, and responsive organization.
In this first episode you will hear Nevine's candid stories about the messiness of transformation:
- What it felt like to see six months of budget work thrown in the trash.
- Why annual budgets—rooted in 1920s manufacturing—no longer fit today’s fast-paced business environment.
- How rolling forecasts differ from “mini-budgets” and why many companies get them wrong.
- The cultural and change management challenges that arise when finance stops dictating numbers and starts empowering managers to decide in real time.
- How aligning finance with agile IT practices unlocked a “spiral of goodness” across the organization.
Nevine's insights highlight that there’s no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance - often seen as the last function to change - can become a catalyst for business agility, resilience, and innovation.
About Nevine White:
Beginning her 35-year career in telecom engineering, Nevine moved on to leading the FP&A function for TW Telecom for two decades. There she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the sale of the company, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security as a service firm.
Recognized for her experience in finance agility and building effective teams, she has been featured at conferences and on podcasts, and enjoys sharing her learnings and experiences with all who are seeking to meaningfully change and enable their teams.
You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/
Podcast music courtesy of www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
In this series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
In this episode of Agile Tales, we finish our enlightening conversation with Lizzie Benton, where she discusses the importance of conflict resolution, nonviolent communication, and the complexities surrounding diversity, equity, and inclusion (DEI). Lizzie also recounts her most challenging and rewarding experiences in helping companies improve their culture, emphasizing the significance of leadership support and aligning actions with professed values. Her stories and advice offer practical tools for fostering a positive workplace culture.
- 00:00 Introduction
- 01:57 Conflict Resolution Strategies
- 04:36 The DEI Powder Keg
- 10:30 Controversial Case: Boeing and DEI
- 14:17 Challenges in Company Culture
- 20:11 Rewarding Experiences in Culture Coaching
- 23:53 Resources for Building Company Culture
- 26:31 Conclusion of Season 10 and Teaser for Season 11
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
Visit us at https://www.ouragiletales.com/about
In this series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
In this episode of Our Agile Tales, we continue our conversation with Lizzie Benton, where she shares insights on integrating company culture with sustainability, embedding continuous learning, and fostering employee engagement and retention. She also explores innovative approaches to pay, promotions, and the ongoing debate of remote vs. hybrid work environments. Providing examples from progressive organizations, Lizzie illustrates the importance of co-creation, psychological safety, and empathetic feedback in building adaptable and thriving workplaces.
- 00:00 Introduction
- 02:03 The Importance of Sustainability in Company Culture
- 04:27 Embedding Continuous Learning in Company Culture
- 07:23 The Role of Professional Development in Employee Engagement
- 10:02 Progressive Companies: Pay and Promotions in Flatter Organizations
- 16:41 Remote vs. Hybrid Work: Co-Creating the Best Environment
- 23:44 Ensuring Accountability Without Carrots and Sticks
- 29:04 Conclusion
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
Visit us at https://www.ouragiletales.com/about
In this series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
In this episode of Our Agile Tales, we continue our conversation with Lizzie Benton, where she provides deep insights into the challenges and successes of self-management models, decentralizing decision-making, and rethinking roles and responsibilities within organizations. We explore practical frameworks like advice-based decision making, and discuss how even non-executive employees can catalyze cultural changes. Lizzie shares her expertise on the importance of starting small, experimenting with new practices, and the pivotal role of leadership in cultivating trust and vulnerability. In this episode we discuss diagnostic tools for assessing company culture, the significance of cultural fit in hiring, and how to integrate employee wellbeing into organizational practices. The conversation delves into common obstacles faced during culture change and the role of leadership in fostering an inclusive and vibrant workplace.
- 00:00 Introduction
- 02:11 Assessment Tools for Culture Change
- 04:51 Spreading Successful Experiments
- 06:52 Overcoming Obstacles in Culture Change
- 09:54 The Role of Leaders in Shaping Culture
- 16:00 Measuring Company Culture
- 18:39 Hiring for Cultural Fit
- 20:55 Diversity and Inclusion in the Workplace
- 25:36 Impact of Culture on Wellbeing
- 29:03 Conclusion
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
Visit us at https://www.ouragiletales.com/about
In this series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
In this episode of Our Agile Tales, we continue our conversation with Lizzie Benton, where she provides deep insights into the challenges and successes of self-management models, decentralizing decision-making, and rethinking roles and responsibilities within organizations. We explore practical frameworks like advice-based decision making, and discuss how even non-executive employees can catalyze cultural changes. Lizzie shares her expertise on the importance of starting small, experimenting with new practices, and the pivotal role of leadership in cultivating trust and vulnerability. This episode offers a roadmap for organizations looking to adapt and thrive in a rapidly changing world.
- 00:00 Introduction
- 02:00 Understanding Self-Management in Organizations
- 05:28 Challenges and Strategies for Implementing Self-Management
- 11:39 Roles and Responsibilities in Modern Workplaces
- 16:34 Decentralizing Decision Making
- 24:14 Practical Steps for Cultural Change
- 28:02 Conclusion
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
Visit us at https://www.ouragiletales.com/about
In this series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
We continue our conversation with Lizzie Benton and cover topics such as the importance of autonomy in teams, examples of hierarchical organizations experimenting with agile methods, and strategies for effective recruitment and team development. Lizzie emphasizes values-based recruitment, meaningful experiments within hierarchies, the significance of feedback, and the importance of coaching and listening skills. The episode also provides practical advice on improving meeting structures and fostering a culture where feedback is timely and constructive.
- 00:00 Introduction
- 02:07 Empowering Teams in Structured Organizations
- 05:32 Values-Based Recruitment and Hiring Challenges
- 10:00 Training and Developing Existing Employees
- 12:44 Effective Meetings and Decision-Making
- 16:51 The Importance of Listening and Coaching
- 20:12 Mastering Feedback in Company Culture
- 29:31 Conclusion
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
Visit us at https://www.ouragiletales.com/about
In this new series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
In this episode, we delve into company culture and the essence of creating better workplaces with Lizzie Benton, a culture coach and founder of Liberty Mind. Lizzie shares her insights on moving beyond bureaucratic structures to build more human-centered, purpose-driven workplaces. The conversation touches on the success of Scandinavian countries in workplace happiness, the importance of trust, the pitfalls of traditional performance management, and the benefits of dynamic re-teaming. Lizzie also emphasizes the necessity of clear purpose, the treatment of people as adults, complexity consciousness, psychological safety, and participative decision-making in building progressive organizations.
- 00:00 Introduction
- 02:01 Exploring Scandinavian Work Culture
- 05:56 The DNA of Progressive Organizations
- 11:57 The Importance of Wholeness at Work
- 15:34 Humanizing Performance Management
- 19:53 The Future of Fluid Organizations
- 23:24 Democratizing Decision Making
- 27:02 Conclusion
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
Visit us at https://www.ouragiletales.com/about
In this new series of episodes on Our Agile Tales, we’re getting radically honest about company culture with Lizzie Benton—culture coach, founder of Liberty Mind, and one of the most refreshingly candid voices in the world of modern work.
Let’s face it: “culture” has become a buzzword. It’s often pitched as a magic bullet for success, but most organizations still struggle to define it—let alone get it right. In this series, Lizzie helps us move beyond the platitudes. She unpacks what culture actually is, why so many transformations fall flat, and what it really takes to build a workplace where both people and business can thrive.
We’ll explore the tools and mindsets that matter, and dig into the uncomfortable truths that often get overlooked.
In this episode:
Lizzie Benton explains her journey into culture coaching, defines company culture, and addresses misconceptions about it. She critiques the impacts of Silicon Valley's corporate culture and explains the phenomenon of 'culture washing.' The discussion extends to alternative management structures, highlighting companies like Burtzorg and ABN AMRO that have successfully adopted self-managing teams. Join us as we delve deep into creating purpose-driven, adaptable work environments.
00:00 Introduction to Agile Tales Season 10
00:28 Meet Lizzie Benton: Culture Coach Extraordinaire
01:44 Defining Culture: Beyond the Buzzwords
03:12 Lizzie's Journey into Culture Coaching
04:35 Understanding Company Culture
08:39 Silicon Valley's Influence on Corporate Culture
13:30 The Problem with Traditional Hierarchies
17:03 Embracing New Ways of Working
19:32 Case Studies: Progressive Companies
29:01 Conclusion
About Lizzie Benton:
Lizzie is a culture coach and the founder of Liberty Mind. She helps companies evolve beyond bureaucratic structures toward more human-centered, purpose-driven workplaces. She’s worked across industries—from tech to charities to construction—always with a focus on unlocking human potential and helping teams co-create meaningful change.
Her approach blends depth and practicality, rooted in progressive practices like self-management, Liberating Structures, and Teal principles. Lizzie is a certified Holacracy Practitioner, Semco Style Expert, and TuffLeadership coach. She’s been named one of the top 30 millennials changing the world of work and has been featured in Forbes, The Metro, and The Financial Times.
You can learn more about Lizzie—and listen to her own podcast, Make It Thrive: The Company Culture Podcast—at libertymind.co.uk.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this final episode of Agile Tales with Michael Hamman, we discuss the concept of Inner Agility as a pivotal element for achieving business agility. Michael shares his personal experiences, both disappointing and rewarding, in helping leadership teams develop their inner capacity for agility. He emphasizes the importance of self-awareness and the courage to face discomfort for personal and organizational growth. We also touch on his book, 'Evolve Agility,' which serves as a guide for fostering an agile leadership culture from within. The episode concludes with a teaser for our upcoming season 10 of Our Agile Tales.
00:00 Introduction
01:18 Disappointing Experiences in Leadership
04:38 Challenging Yet Rewarding Experiences
08:43 Starting the Inner Agility Journey
12:44 Michael Hamman's Book: Evolve Agility
14:45 Conclusion and Season 10 Teaser
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of 'Our Agile Tales,' Michael Hamman talks about the significance of inner agility as a key to business agility. Michael talks about the transformative journey he advocates through his work with organizations and his book, 'Evolve Agility: Growing an Agile Leadership Culture from the Inside Out.' The episode delves into the practice of 'deliberate sensemaking,' and how it contributes to a more adaptive and authentic workplace culture. Michael emphasizes the importance of leadership and systemic changes starting from the top-level executives, advocating for a culture where awareness and complexity in meaning-making lead to more effective actions in the face of uncertainty. Books and resources for further reading on transformative leadership are also discussed.
00:00 Introduction to Agile Tales
01:13 Understanding Inner Agility
02:10 The Role of Coaches and Guides
06:06 Leadership and Organizational Transformation
11:02 The Nonlinear Nature of Change
23:50 Books and Resources for listeners
24:58 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Agile Tales, our discussion with Michael delves into the concepts of inner agility and its pivotal role in achieving business agility, highlighting Chris Argyris’ theories on espoused theory versus theory in use. Michael provides insights on the challenges of honest communication within organizations and the psychological strategies people employ to avoid discomfort. He emphasizes the importance of self-awareness and the limitations that our inner operating systems impose on our sensemaking and interactions. Michael also touches on the IDG's inner development goals and the need for methods that enhance our capacity for complex sense-making. The episode underlines that true organizational transformation stems from a deeper personal transformation and increased awareness of our underlying beliefs and assumptions.
00:00 Introduction to Agile Tales
01:13 Espoused Theory vs. Theory in Use
05:29 The Cost of Avoiding the Truth
06:53 Organizational Transformation and Human Change
11:10 Experience Wheel and Inner Agility
16:59 Understanding Our Inner Operating System
19:30 Developing Inner Capacity for Sustainable Goals
24:56 Enhancing Team Collaboration and Sensemaking
29:35 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Agile Tales, Michael Hamman emphasizes the importance of leadership agility in navigating the complexities of the 21st-century workplace. He addresses the impact of organizational politics, the need for a culture of transparency, authenticity, and integrity, and the benefits of collective intelligence in fostering innovation and effective action. He also shares anecdotes and insights on how leaders can create environments that promote psychological safety and challenge employees to achieve greater levels of performance and development.
00:00 Introduction to Agile Tales
01:24 The Hidden Layers in Organizations
02:44 The Importance of Authenticity
04:45 Challenges in Organizational Transparency
07:54 Disorienting Vocabularies
10:30 Developing People for Organizational Success
14:17 Leadership and Vulnerability
21:39 Handling Layoffs with Integrity
25:16 Collective Intelligence in Crisis
29:23 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, our discussion centers around business transformation through the lens of inner agility. The conversation delves into how informal agreements within teams can evolve into organizational culture and the importance of balancing cultural mandates with flexibility. Michael shares stories illustrating the significance of observing and responding to natural patterns in organizational behavior. The dialogue also explores the delicate balance between stability and evolution in human systems, the role of resistance in fostering growth, and the risks involved in authentic communication within organizations. The discussion concludes with insights into the negative impacts of organizational cover-ups on culture and employee behavior.
00:00 Introduction to Agile Tales
01:27 Cultural References and Informal Agreements
06:35 The Role of Resistance in Organizational Culture
12:19 Practical Examples of Organizational Resistance
17:55 Cover-Ups and Organizational Dysfunction
27:47 Conclusion and Next Episode Teaser
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we discuss the importance of deliberate sense-making and its impact on team dynamics and leadership. Michael shares practices and examples of both conversational and relational practices to overcome challenges. We also explore effective methods for giving feedback and the significance of acknowledgment and appreciation in fostering a positive and productive team environment.
00:00 Introduction to Agile Tales
01:25 A Story of Self-Awareness in the Workplace
07:13 The Power of Self-Management and Self-Awareness
12:43 Cultural Sensitivity and Team Dynamics
19:42 The Importance of Relationship Building
27:52 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we discuss the importance of deliberate sense-making and its impact on team dynamics and leadership. Michael shares practices and examples of both conversational and relational practices to overcome challenges. We also explore effective methods for giving feedback and the significance of acknowledgment and appreciation in fostering a positive and productive team environment.
00:00 Introduction to Agile Tales
01:29 Conversational Patterns for Inner Agility
05:22 Advocacy and Inquiry in Conversations
12:40 Impact Feedback and Nonviolent Communication
22:25 Self-Awareness in Organizations
29:22 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we discuss the importance of deliberate sense-making and its impact on team dynamics and leadership. Michael shares practices and examples of both conversational and relational practices to overcome challenges. We also explore effective methods for giving feedback and the significance of acknowledgment and appreciation in fostering a positive and productive team environment.
00:00 Introduction to Our Agile Tales
02:50 Challenges in Transforming Organizations
06:51 Creating Examples to Influence Leaders
07:33 Handling Hard Truths in Teams
12:58 The Problem with Not Telling the Truth
17:33 Covering Up the Cover-Up
22:44 The Broader Impact of Avoiding Truth
26:10 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
You can find Michael Hamman on LinkedIn or peruse his work at Vertical Facilitator.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we discuss the importance of deliberate sense-making and its impact on team dynamics and leadership. Michael shares practices and examples of both conversational and relational practices to overcome challenges. We also explore effective methods for giving feedback and the significance of acknowledgment and appreciation in fostering a positive and productive team environment.
00:00 Introduction to Agile Tales
01:40 A Birthday Surprise Gone Wrong
05:22 Deliberate Sense Making Explained
14:49 The Importance of Being Present
21:15 Practicing Inner Agility
28:46 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
You can find Michael Hamman on LinkedIn or peruse his work at Vertical Facilitator.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we discuss the importance of deliberate sense-making and its impact on team dynamics and leadership. Michael shares practices and examples of both conversational and relational practices to overcome challenges. We also explore effective methods for giving feedback and the significance of acknowledgment and appreciation in fostering a positive and productive team environment.
00:00 Introduction to Agile Tales
01:32 Rethinking Performance Reviews
06:12 The Concept of Action Learning
09:44 Deliberate Sensemaking in Organizations
17:44 Fractal Nature of Sensemaking
20:25 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
You can find Michael Hamman on LinkedIn or peruse his work at Vertical Facilitator.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we discuss the importance of deliberate sense-making and its impact on team dynamics and leadership. Michael shares practices and examples of both conversational and relational practices to overcome challenges. We also explore effective methods for giving feedback and the significance of acknowledgment and appreciation in fostering a positive and productive team environment.
00:00 Introduction to Agile Tales
01:26 Understanding Deliberate Sense Making
05:19 Exploring Relational Practices
19:04 The Power of Feedback in Transformation
25:57 Positive Feedback and Acknowledgement
28:49 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
You can find Michael Hamman on LinkedIn or peruse his work at Vertical Facilitator.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode of Our Agile Tales, we delve into nurturing inner leadership agility and explore practical techniques like reframing perspectives, fostering psychological safety, and enhancing conversational practices. The episode further examines deliberate sensemaking, revealing how subconscious beliefs impact behavior and how these practices can boost team dynamics and organizational effectiveness.
00:00 Introduction to Our Agile Tales
01:36 The Challenge of Reframing Perspectives
03:20 Developing Conversational Practices
05:57 The Role of Psychological Safety
07:04 Impact Feedback: A Practical Example
09:56 The Misconception of Psychological Safety
13:16 The Importance of Learnable Skills
15:01 Defining Deliberate Sensemaking
18:23 Introducing Deliberate Sensemaking Practices
24:53 The Impact of Triggers on Actions
25:39 Deliberate Sensemaking in Practice
28:37 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
You can find Michael Hamman on LinkedIn or peruse his work at Vertical Facilitator.
Visit us at https://www.ouragiletales.com/about
We are embarking on a transformative journey with Michael Hamman on Inner Agility: The Key to Business Agility on Our Agile Tales. Michael believes in the potential of the workplace as a catalyst for personal, professional, and social transformation. His work with many organizations, teams, and leaders has enabled them to embrace a greater holistic team and enterprise-level agility by nurturing their inner capacity for leadership agility in the face of the complexity, volatility, and uncertainty of the 21st-century world.
In this episode, we explore the definition and significance of Inner Agility, its impact on effective decision-making and team collaboration, and its role in environments that support self-organizing and empowered teams amidst complexity.
00:00 Introduction to Agile Tales
01:19 Meet Michael Hamman: A Journey of Inner Agility
07:48 Defining Inner Agility
09:55 Connecting Inner Agility to Organizational Agility
15:04 The Role of Inner Agility in Agile Teams
16:43 Activity: Cultivating Inner Agility
20:13 Reflecting on Inner Agility
25:14 Practicing Inner Agility
28:14 Conclusion
Michael Hamman is the author of Evolvagility: Growing an Agile Leadership Culture from the Inside Out. The book provides a blueprint for what it means to be an agile leader in today's complex world and offers a practical roadmap for getting there. He is the head of development at Transformation Designs and is a Co-creator at the Centre for Inner Agility.
You can find Michael Hamman on LinkedIn or peruse his work at Vertical Facilitator.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clark and his work at https://www.clarkeching.com/.
Note: In this podcast, Clark mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Clarke “The Bottleneck Guy” Ching created the Agile TOC Method (ATM) and has been using it for more than 25 years to help CIOs, CTOs, and senior technology leaders solve the most vexing productivity problems. He is the author of Rolling Rocks Downhill, CorkScrew Solutions, and The Bottleneck Rules.
The ATM model takes teams from burnout busy to productive buzz, helps them crank out delivery while keeping everyone happy, and minimizes customer complaints by satisfying their impossible expectations.
You can find more information about Clarke and his work at https://www.clarkeching.com/.
Note: In this podcast, Clarke mentions the book The Goal by Eliyahu M. Goldratt.
Visit us at https://www.ouragiletales.com/about
Graham Scott is a Chartered Accountant, teacher, and author. Graham's journey began with studying Agriculture and Accounting at university, where he discovered his love for numbers. In 1996, he started his accounting practice and, through his role in a charitable trust, faced the challenge of negotiating a budget with the local council. This experience led him to pursue a Master's degree, and after discovering the Theory of Constraints (or TOC), he started applying TOC thinking to the traditional budgeting process. Graham's innovative approach to budgeting, rooted in the Theory of Constraints, has not only transformed his own career but also empowered small businesses to thrive and unlock business agility. His journey led to the publication of his book, Practice Makes Profit: The Small Business Owner's Guide to Making More Money by NOT Working Harder, a testament to his success and the doors it has opened for him, including his impactful work with senior leadership teams at various companies.
You can learn more about Graham Scott through his LinkedIn profile at https://www.linkedin.com/in/grahamwscottnz/.
Visit us at https://www.ouragiletales.com/about
Graham Scott is a Chartered Accountant, teacher, and author. Graham's journey began with studying Agriculture and Accounting at university, where he discovered his love for numbers. In 1996, he started his accounting practice and, through his role in a charitable trust, faced the challenge of negotiating a budget with the local council. This experience led him to pursue a Master's degree, and after discovering the Theory of Constraints (or TOC), he started applying TOC thinking to the traditional budgeting process. Graham's innovative approach to budgeting, rooted in the Theory of Constraints, has not only transformed his own career but also empowered small businesses to thrive and unlock business agility. His journey led to the publication of his book, Practice Makes Profit: The Small Business Owner's Guide to Making More Money by NOT Working Harder, a testament to his success and the doors it has opened for him, including his impactful work with senior leadership teams at various companies.
You can learn more about Graham Scott through his LinkedIn profile at https://www.linkedin.com/in/grahamwscottnz/.
Books mentioned in this episode:
- Stop Decorating the Fish by Yishai Ashlag and Kristen Cox
Visit us at https://www.ouragiletales.com/about
Graham Scott is a Chartered Accountant, teacher, and author. Graham's journey began with studying Agriculture and Accounting at university, where he discovered his love for numbers. In 1996, he started his accounting practice and, through his role in a charitable trust, faced the challenge of negotiating a budget with the local council. This experience led him to pursue a Master's degree, and after discovering the Theory of Constraints (or TOC), he started applying TOC thinking to the traditional budgeting process. Graham's innovative approach to budgeting, rooted in the Theory of Constraints, has not only transformed his own career but also empowered small businesses to thrive and unlock business agility. His journey led to the publication of his book, Practice Makes Profit: The Small Business Owner's Guide to Making More Money by NOT Working Harder, a testament to his success and the doors it has opened for him, including his impactful work with senior leadership teams at various companies.
You can learn more about Graham Scott through his LinkedIn profile at https://www.linkedin.com/in/grahamwscottnz/.
Visit us at https://www.ouragiletales.com/about
Graham Scott is a Chartered Accountant, teacher, and author. Graham's journey began with studying Agriculture and Accounting at university, where he discovered his love for numbers. In 1996, he started his accounting practice and, through his role in a charitable trust, faced the challenge of negotiating a budget with the local council. This experience led him to pursue a Master's degree, and after discovering the Theory of Constraints (or TOC), he started applying TOC thinking to the traditional budgeting process. Graham's innovative approach to budgeting, rooted in the Theory of Constraints, has not only transformed his own career but also empowered small businesses to thrive and unlock business agility. His journey led to the publication of his book, Practice Makes Profit: The Small Business Owner's Guide to Making More Money by NOT Working Harder, a testament to his success and the doors it has opened for him, including his impactful work with senior leadership teams at various companies.
You can learn more about Graham Scott through his LinkedIn profile at https://www.linkedin.com/in/grahamwscottnz/.
Visit us at https://www.ouragiletales.com/about
We are concluding our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.
Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.
NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al.
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.
Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.
NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al.
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.
Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.
NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al.
Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.
Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.
NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al.
Visit us at https://www.ouragiletales.com/about
We are kicking off our new season with Jurgen Appelo. Our conversation with Jurgen centers around Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.
Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.
NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al.
Visit us at https://www.ouragiletales.com/about
In this podcast series, Mirko Kleiner goes over Lean-Agile Procurement and shares real stories of how it increases business agility between companies. Mirko is a thought leader in Lean-Agile Procurement, and his work landed him the 2018 Chartered Institute of Procurement and Supply award (CIPS). He is the president of Lean-Agile Procurement Alliance, co-founder of Flow Days, an Agile enterprise coach, and a certified Scrum at Scale trainer. He is the author of the book. Lean-Agile Procurement: How to Get Twice the Value in Half the Time.
Music: https://www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
In this podcast series, Mirko Kleiner goes over Lean-Agile Procurement and shares real stories of how it increases business agility between companies. Mirko is a thought leader in Lean-Agile Procurement, and his work landed him the 2018 Chartered Institute of Procurement and Supply award (CIPS). He is the president of Lean-Agile Procurement Alliance, co-founder of Flow Days, an Agile enterprise coach, and a certified Scrum at Scale trainer. He is the author of the book. Lean-Agile Procurement: How to Get Twice the Value in Half the Time.
Music: https://www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
In this podcast series, Mirko Kleiner goes over Lean-Agile Procurement and shares real stories of how it increases business agility between companies. Mirko is a thought leader in Lean-Agile Procurement, and his work landed him the 2018 Chartered Institute of Procurement and Supply award (CIPS). He is the president of Lean-Agile Procurement Alliance, co-founder of Flow Days, an Agile enterprise coach, and a certified Scrum at Scale trainer. He is the author of the book. Lean-Agile Procurement: How to Get Twice the Value in Half the Time.
Music: https://www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
In this podcast series, Mirko Kleiner goes over Lean-Agile Procurement and shares real stories of how it increases business agility between companies. Mirko is a thought leader in Lean-Agile Procurement, and his work landed him the 2018 Chartered Institute of Procurement and Supply award (CIPS). He is the president of Lean-Agile Procurement Alliance, co-founder of Flow Days, an Agile enterprise coach, and a certified Scrum at Scale trainer. He is the author of the book. Lean-Agile Procurement: How to Get Twice the Value in Half the Time.
Music: https://www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
Natal Dank is a workplace, culture, and people development expert. She is a pioneer in the Agile HR movement and coaches clients across all industries, from innovative tech companies to not-for-profits, to global banks, in how to embrace an Agile mindset and reinvent their people practices. She hosted the first Agile HR Meetup in London in 2016 with the aim of building a community of like-minded disruptors. It has since grown into a regular event held across the world. In 2017 she co-founded the Agile HR Community and recently published the book Agile HR: Delivering Value in a Changing World of Work. In 2020 she started PXO Culture with the aim of defining modern HR for the 21st Century and helping organizations build great People Experience and Operations.
Visit us at https://www.ouragiletales.com/about
Natal Dank is a workplace, culture, and people development expert. She is a pioneer in the Agile HR movement and coaches clients across all industries, from innovative tech companies to not-for-profits, to global banks, in how to embrace an Agile mindset and reinvent their people practices. She hosted the first Agile HR Meetup in London in 2016 with the aim of building a community of like-minded disruptors. It has since grown into a regular event held across the world. In 2017 she co-founded the Agile HR Community and recently published the book Agile HR: Delivering Value in a Changing World of Work. In 2020 she started PXO Culture with the aim of defining modern HR for the 21st Century and helping organizations build great People Experience and Operations.
Visit us at https://www.ouragiletales.com/about
Natal Dank is a workplace, culture, and people development expert. She is a pioneer in the Agile HR movement and coaches clients across all industries, from innovative tech companies to not-for-profits, to global banks, in how to embrace an Agile mindset and reinvent their people practices. She hosted the first Agile HR Meetup in London in 2016 with the aim of building a community of like-minded disruptors. It has since grown into a regular event held across the world. In 2017 she co-founded the Agile HR Community and recently published the book Agile HR: Delivering Value in a Changing World of Work. In 2020 she started PXO Culture with the aim of defining modern HR for the 21st Century and helping organizations build great People Experience and Operations.
NOTE: The Fast Company article that Natal Dank references in the podcast can be read at https://www.fastcompany.com/90878985/hr-often-sucks-heres-how-could-be-better
Visit us at https://www.ouragiletales.com/about
Natal Dank is a workplace, culture, and people development expert. She is a pioneer in the Agile HR movement and coaches clients across all industries, from innovative tech companies to not-for-profits, to global banks, in how to embrace an Agile mindset and reinvent their people practices. She hosted the first Agile HR Meetup in London in 2016 with the aim of building a community of like-minded disruptors. It has since grown into a regular event held across the world. In 2017 she co-founded the Agile HR Community and recently published the book Agile HR: Delivering Value in a Changing World of Work. In 2020 she started PXO Culture with the aim of defining modern HR for the 21st Century and helping organizations build great People Experience and Operations.
Visit us at https://www.ouragiletales.com/about
Natal Dank is a workplace, culture, and people development expert. She is a pioneer in the Agile HR movement and coaches clients across all industries, from innovative tech companies to not-for-profits, to global banks, in how to embrace an Agile mindset and reinvent their people practices. She hosted the first Agile HR Meetup in London in 2016 with the aim of building a community of like-minded disruptors. It has since grown into a regular event held across the world. In 2017 she co-founded the Agile HR Community and recently published the book Agile HR: Delivering Value in a Changing World of Work. In 2020 she started PXO Culture with the aim of defining modern HR for the 21st Century and helping organizations build great People Experience and Operations.
Visit us at https://www.ouragiletales.com/about
Sally Elatta, CEO and founder of AgilityHealth, found herself in uncharted territory as she engaged in a different kind of transformation: a once-in-a-lifetime revolution in her home country, Sudan, which toppled a 30-year-old dictatorship.
From meeting with Sudan's Prime Minister to developing Sudan NextGen, a nonprofit organization with a vision of transforming Sudan in pursuit of a shared dream of being one of Africa's leading countries and economies, Sally shares lessons learned to help broaden our vision of business agility. Her words will hopefully encourage us to let go of fear in approaching transformations and show us how business agility sets us up with the skills needed to engage in what matters most to us.
Music: https://www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
Sally Elatta, CEO and founder of AgilityHealth, found herself in uncharted territory as she engaged in a different kind of transformation: a once-in-a-lifetime revolution in her home country, Sudan, which toppled a 30-year-old dictatorship.
From meeting with Sudan's Prime Minister to developing Sudan NextGen, a nonprofit organization with a vision of transforming Sudan in pursuit of a shared dream of being one of Africa's leading countries and economies, Sally shares lessons learned to help broaden our vision of business agility. Her words will hopefully encourage us to let go of fear in approaching transformations and show us how business agility sets us up with the skills needed to engage in what matters most to us.
Music: https://www.purple-planet.com
Visit us at https://www.ouragiletales.com/about
Evan Leybourn, the founder of the Business Agility Institute, has been many things throughout his career: a satellite engineer (not what it sounds like), a library assistant (exactly what it sounds like), a koala (long story), a Business Intelligence developer, and a manager amongst others. In all of these roles, he has made mistakes and has failed. Anyone who has heard him speak before should know that business agility is a journey, not a destination. But what may not be clear is that while it's a corporate journey, it's also a personal one for Evan.
So which of those mistakes and failures brought him to business agility? And what did he learn along the way? Find out what he has learned as we chat with him in this series on Change is the Only Constant.
Visit us at https://www.ouragiletales.com/about
Evan Leybourn, the founder of the Business Agility Institute, has been many things throughout his career: a satellite engineer (not what it sounds like), a library assistant (exactly what it sounds like), a koala (long story), a Business Intelligence developer, and a manager amongst others. In all of these roles, he has made mistakes and has failed. Anyone who has heard him speak before should know that business agility is a journey, not a destination. But what may not be clear is that while it's a corporate journey, it's also a personal one for Evan.
So which of those mistakes and failures brought him to business agility? And what did he learn along the way? Find out what he has learned as we chat with him in this series on Change is the Only Constant.
Evan Leybourn, the founder of the Business Agility Institute, has been many things throughout his career: a satellite engineer (not what it sounds like), a library assistant (exactly what it sounds like), a koala (long story), a Business Intelligence developer, and a manager amongst others. In all of these roles, he has made mistakes and has failed. Anyone who has heard him speak before should know that business agility is a journey, not a destination. But what may not be clear is that while it's a corporate journey, it's also a personal one for Evan.
So which of those mistakes and failures brought him to business agility? And what did he learn along the way? Find out what he has learned as we chat with him in this series on Change is the Only Constant.
Evan Leybourn, the founder of the Business Agility Institute, has been many things throughout his career: a satellite engineer (not what it sounds like), a library assistant (exactly what it sounds like), a koala (long story), a Business Intelligence developer, and a manager amongst others. In all of these roles, he has made mistakes and has failed. Anyone who has heard him speak before should know that business agility is a journey, not a destination. But what may not be clear is that while it's a corporate journey, it's also a personal one for Evan.
So which of those mistakes and failures brought him to business agility? And what did he learn along the way? Find out what he has learned as we chat with him in this series on Change is the Only Constant.
Note: You can read about the behavioral model of business agility and 86 behaviors that Evan talks about at https://businessagility.institute/domains/overview
Evan Leybourn, the founder of the Business Agility Institute, has been many things throughout his career: a satellite engineer (not what it sounds like), a library assistant (exactly what it sounds like), a koala (long story), a Business Intelligence developer, and a manager amongst others. In all of these roles, he has made mistakes and has failed. Anyone who has heard him speak before should know that business agility is a journey, not a destination. But what may not be clear is that while it's a corporate journey, it's also a personal one for Evan.
So which of those mistakes and failures brought him to business agility? And what did he learn along the way? Find out what he has learned as we chat with him in this series on Change is the Only Constant.
Evan Leybourn, the founder of the Business Agility Institute, has been many things throughout his career: a satellite engineer (not what it sounds like), a library assistant (exactly what it sounds like), a koala (long story), a Business Intelligence developer, and a manager amongst others. In all of these roles, he has made mistakes and has failed. Anyone who has heard him speak before should know that business agility is a journey, not a destination. But what may not be clear is that while it's a corporate journey, it's also a personal one for Evan.
So which of those mistakes and failures brought him to business agility? And what did he learn along the way? Find out what he has learned as we chat with him in this series on Change is the Only Constant.
The world has been going through a barrage of disruptions, affecting everyone's lives and livelihoods. So what are the necessary characteristics of leadership in this new world of work?
Join us in our conversation with Dr. Nick Horney, author of the book VUCA Masters: Leadership Agility in this New World of Work, as we explore the traits needed by any leader at any level of the organization to navigate our constantly changing environment.
The world has been going through a barrage of disruptions, affecting everyone's lives and livelihoods. So what are the necessary characteristics of leadership in this new world of work?
Join us in our conversation with Dr. Nick Horney, author of the book VUCA Masters: Leadership Agility in this New World of Work, as we explore the traits needed by any leader at any level of the organization to navigate our constantly changing environment.
In the past two years, many organizations have undergone a lot of change. They are trying to transform themselves with the new business realities - first driven by the pandemic and now driven by the ever-changing global events happening today. Are we simply driving continuous change using the usual methods or ushering in a Golden Age of Business Transformation and Change?
Join us in our conversation with Stephen Parry, a world-class expert, and multi-award-winning transformation leader. In our discussion about changing the way we change, we refer back to a previous webinar that Stephen gave us, and we dissect a new way of looking at organizational transformations that go beyond the traditional frameworks prescribed to various organizations today.
In the past two years, many organizations have undergone a lot of change. They are trying to transform themselves with the new business realities - first driven by the pandemic and now driven by the ever-changing global events happening today. Are we simply driving continuous change using the usual methods or ushering in a Golden Age of Business Transformation and Change?
Join us in our conversation with Stephen Parry, a world-class expert, and multi-award-winning transformation leader. In our discussion about changing the way we change, we refer back to a previous webinar that Stephen gave us, and we dissect a new way of looking at organizational transformations that go beyond the traditional frameworks prescribed to various organizations today.
In the past two years, many organizations have undergone a lot of change. They are trying to transform themselves with the new business realities - first driven by the pandemic and now driven by the ever-changing global events happening today. Are we simply driving continuous change using the usual methods or ushering in a Golden Age of Business Transformation and Change?
Join us in our conversation with Stephen Parry, a world-class expert, and multi-award-winning transformation leader. In our discussion about changing the way we change, we refer back to a previous webinar that Stephen gave us, and we dissect a new way of looking at organizational transformations that go beyond the traditional frameworks prescribed to various organizations today.
n the past two years, many organizations have undergone a lot of change. They are trying to transform themselves with the new business realities - first driven by the pandemic and now driven by the ever-changing global events happening today. Are we simply driving continuous change using the usual methods or ushering in a Golden Age of Business Transformation and Change?
Join us in our conversation with Stephen Parry, a world-class expert, and multi-award-winning transformation leader. In our discussion about changing the way we change, we refer back to a previous webinar that Stephen gave us, and we dissect a new way of looking at organizational transformations that go beyond the traditional frameworks prescribed to various organizations today.
In the past two years, many organizations have undergone a lot of change. They are trying to transform themselves with the new business realities - first driven by the pandemic and now driven by the ever-changing global events happening today. Are we simply driving continuous change using the usual methods or ushering in a Golden Age of Business Transformation and Change?
Join us in our conversation with Stephen Parry, a world-class expert, and multi-award-winning transformation leader. In our discussion about changing the way we change, we refer back to a previous webinar that Stephen gave us, and we dissect a new way of looking at organizational transformations that go beyond the traditional frameworks prescribed to various organizations today.
In the past two years, many organizations have undergone a lot of change. They are trying to transform themselves with the new business realities - first driven by the pandemic and now driven by the ever-changing global events happening today. Are we simply driving continuous change using the usual methods or ushering in a Golden Age of Business Transformation and Change?
Join us in our conversation with Stephen Parry, a world-class expert, and multi-award-winning transformation leader. In our discussion about changing the way we change, we refer back to a previous webinar that Stephen gave us and we dissect a new way of looking at organizational transformations that go beyond the traditional frameworks prescribed to various organizations today.
“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founder
Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc.
In this podcast series, we explore with Bjarte Bogsnes how beyond budgeting enables an organization to achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.
“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founder
Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc.
In this podcast series, we explore with Bjarte Bogsnes how beyond budgeting enables an organization to achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.
“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founder
Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc.
In this podcast series, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.
“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.
Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc.
In this podcast, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it.
“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.
Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc.
In this podcast, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it.
“The company is only as agile as the least agile department.”
Do you believe that?
In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.
“The company is only as agile as the least agile department.”
Do you believe that?
In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.
“The company is only as agile as the least agile department.”
Do you believe that?
In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9) and Agile (Episode 10)
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it? From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
Did your enterprise agile transformation start with the Finance and HR departments? No? You are not alone. Are they on the roadmap to be next? Maybe they should be…
Agile is a mindset and a habit, using some frameworks and practices. However, it is hard to be agile when we need to provide all the answers at the end of each year for the entire following year or when we report in a waterfall manner. So, the way we do budgeting, forecasting, performance assessment, rewards & recognition, and cost control can be either enabling or hindering agility.
In this podcast, we’ll walk through an example of how we transform the whole organisation by stealth by evolving the Finance and HR departments. By evolving it this way, you achieve the transformation at a fraction of the price of traditional transformation programmes.
After looking at middle management's, team's and individual's resistance from both the US' and the UK's perspectives in Episode 4 & 5, comparing and contrasting the manifested behaviours of resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of the resistance.
Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the middle management, team and individual resistance problem?
Continuing from Episode 4, we look at middle management's, team's and individual's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.
The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere?
In Episodes 1-3, we looked at senior management’s resistance from both the UK’s and the US’ perspectives. This time, we'll look at middle management's, team's and individual's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.
After looking at senior management's resistance from both the US' and the UK's perspectives in Episode 1 & 2, comparing and contrasting the manifested behaviours of executive resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of senior management resistance.
Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the senior management resistance problem?
Continuing from Episode 1, we look at senior management's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of executive resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.
The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere?
Introducing Episode 1 of “A Tale of Two Agile Worlds”:
Here, we'll look at senior management's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of executive resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.