Introduction

In the dynamic world of enterprise agility, surveys have become a pivotal tool for leaders and teams to gauge progress, identify challenges, and foster continuous improvement.

As leaders and coaches navigating the complexities of Agile and Lean methodologies, it's crucial to approach surveys with a nuanced understanding of their potential impact on an organization's three layers: leadership, middle management, and practitioners.

Preparing the Ground for Surveys: A Leadership Imperative

Before diving into the nuts and bolts of survey administration, leaders must lay the groundwork across all organizational levels. This preparation is just as critical as the survey itself because it sets expectations and ensures alignment. It's about crafting a coherent narrative that resonates with everyone, from the C-suite to the front-line employees.

How you communicate the purpose, process, and potential outcomes of the survey can make the difference between a constructive exercise and one that inadvertently breeds distrust or defensiveness. Remember, a survey is not just a snapshot of where your teams are at; it's a reflection of the systemic conditions in which they operate.

Interpreting Survey Results: A Delicate Balance of Transparency and Action

Instead, it's about empowering teams to own their results and craft their responses. Transparency is vital, but so is discretion. Full disclosure of raw data can sometimes do more harm than good, leading to unnecessary comparisons and conflicts.

The key is to share summarized results that highlight collective trends without singling out individuals or teams. Encourage discussions that focus on improving the system rather than pinpointing blame. By navigating this balance, leaders can foster an environment where teams feel supported and trusted to address their challenges.

Takeaways for Enterprise Coaches and Mid-Range Executives

1. Preparation is as Important as Execution: Just as a chef meticulously preps before cooking, leaders must prepare their organization for surveys. This means clear communication about objectives, process, and how the data will be used to all levels within the organization.

2. Empowerment Over Direction: Leaders should encourage teams to analyze and respond to their survey results, fostering a culture of ownership and self-improvement rather than dictating solutions from the top.

3. Customize the Approach: Recognize that one size does not fit all. Different teams (apples and oranges) have unique challenges and paths to improvement. Customizing feedback and support is essential.

4. Create a Safe Space for Honesty: Surveys should be a tool for growth, not fear. Ensure that survey results are used constructively and not as a weapon for punitive action.

5. Foster Continuous Dialogue: Surveys aren't a one-time event but part of an ongoing conversation about organizational health. Keep the lines of communication open for continuous improvement and adaptation.

By embracing these insights, enterprise coaches and mid-range executives can enhance their approach to surveys, ensuring they are a catalyst for positive change rather than a source of tension.

Next Steps

You can listen to great podcasts on this from the Enterprise Agility Mastery crew here.

Also, if this message resonates, why not pass it on? Your network might just be waiting for this nudge.

The shifts

In the ever-changing realm of enterprise agility, the winds of change seem to blow yet again. The 17th State of Agile report has revealed a fascinating trend: a decline in satisfaction with agile practices and frameworks such as SAFe (Scaled Agile Framework for Enterprise).

This shift may indicate an inflection point where enterprises are re-evaluating the effectiveness of prescribed methodologies and frameworks.

The decrease from 72% to 59% satisfaction among companies using agile practices suggests that simply adopting a framework isn't a panacea.

Moreover, the dip in reliance on scaled frameworks (with SAFe experiencing a 27% drop) aligns with a broader movement towards a more individualized approach to agility.

This year saw a rise in companies either creating their own frameworks (from zero to 12%) or opting to eschew a framework entirely at the enterprise level (from zero to 22%).

Is the industry evolving and maturing?

This trend could be read as a maturation of the industry. Instead of clinging to the safety of structured frameworks, organizations seem to be embracing a more nuanced, fit-for-purpose approach to agility.

This evolution aligns with the recognition that what works for one company may not work for another; agility is not a one-size-fits-all solution.

The decreased usage of pre-packaged frameworks may also reflect a growing disillusionment with the "Agile Industrial Complex," a term referring to the commercialization of agile certifications and training.

There's a sense that the industry is saturated with "certified" professionals who lack the practical scars of experience. The dialogue in the industry is shifting towards the value of hands-on experience over theoretical knowledge, a move that could foster a more profound, authentic commitment to agile principles.

This pivot away from frameworks towards a more principles-based, experiential approach to agility suggests that companies are seeking to empower their teams to craft solutions that align more closely with their unique challenges and business goals. It's an encouraging sign the industry may be moving towards a more sustainable, value-driven application of agile thinking.

Five takeaways

1. Empowered to innovate: Empowerment in this context means giving teams the autonomy to tailor agile practices to their unique challenges. An empowered organization trusts its teams to innovate beyond rigid frameworks and find solutions that are both creative and practical.

2. Inspired to adapt: Inspiration here would come from seeing agile not as a set of prescriptive practices but as a mindset that encourages continual adaptation. This inspiration can lead to a culture where change is not just accepted but embraced as an opportunity for growth.

3. Confidence in customization: Confidence stems from understanding that agile methodologies are starting points, not destinations. Teams that feel confident in customizing these methodologies according to their needs can more effectively drive value and deliver results.

4. Motivated by mastery: Motivation in agile transformations comes from a desire to master the craft. As practitioners move beyond certifications to seek true mastery, their motivation can lead to deeper engagement with agile principles and more successful outcomes.

5. Passionate about principles: A passion for agile principles over prescriptive practices indicates a shift in focus towards values and ideals that underpin successful agility. This passion can manifest in a relentless pursuit of continuous improvement and excellence.

Next steps

Listen to the full podcast by the Enterprise Agility Mastery crew here.

The heart of agility

In today's fast-paced business environment, agility isn't just a buzzword, it's a survival skill. At the heart of agility lies learning: a continuous, iterative process that empowers individuals and organizations to adapt and thrive amidst change.

As we delve into the world of enterprise agility, it's clear that traditional training methods—the ones that are "done to you"—are no longer sufficient. Instead, we must embrace learning as an active, engaging pursuit, a journey of discovery unfolding in the rich fabric of our daily work lives.

Let's explore how we can transform our approach to learning and training in a way that fosters real agility and growth at all levels of an organization.

The agile learning pathway

The first step toward agility is charting a personalized learning pathway that aligns with our unique roles and responsibilities. This means transcending one-size-fits-all training programs to craft curated, role-specific learning experiences that address individual needs and aspirations.

The power of community

Learning is inherently social. Cohorts or groups of learners journeying together offer support, challenge our thinking, and provide a diverse range of perspectives that enrich our learning experience. They create a sense of belonging and shared purpose that can drive transformative change.

Certification: the starting point

Certifications are often criticized as mere checkboxes on a résumé. However, they serve as valuable launching pads for deeper exploration and skill development. A certification is the beginning of a learning journey, not its end.

Agility’s secret weapon

The most impactful learning happens in the moment—when we apply new concepts and skills to the challenges we're facing right now. This type of learning is dynamic, context-rich, and deeply relevant. Learning in the moment is a cornerstone of enterprise agility.

The mentorship difference

Mentors, with their wealth of experience and knowledge, can provide the roadmap for navigating the complex terrain of our learning journeys. They offer a compass we can steer by, helping us to identify the most direct paths to our learning destinations.

Five key takeaways:

1. Empowered learning: Empowerment in learning comes from tailored pathways that fit individual roles and career aspirations, leading to more engaged and effective learners. Empowerment isn't just about having choices; it's about having meaningful options that resonate with our careers. Tailored learning pathways give us the power to pursue knowledge directly impacting our professional growth and success.

2. Inspired communities: Insights and growth are amplified within learning communities, where shared experiences and challenges lead to collective wisdom. A supportive learning community doesn't just share knowledge; it inspires members to challenge themselves and each other, creating fertile ground for innovative ideas and practices to take root.

3. The certification bedrock: Certifications begin the journey of mastery and should be viewed as foundational steps toward deeper, more specialized learning. Confidence comes from knowing you have a solid foundation. Certifications provide that bedrock, assuring both the learner and the organization that key competencies have been established as a springboard for ongoing development.

4. In-the-moment-learning: Learning in the heat of action embeds knowledge more deeply and makes it immediately applicable, motivating further exploration. When learning is immediately applicable, it's not just theory; it's a tool we can use right away. This relevance motivates learners to dive deeper, knowing their efforts will have direct and tangible benefits.

5. Passionate mentorship: The guidance of a mentor transforms learning from a solitary pursuit into a guided expedition, sparking a deeper passion for growth. Passion in learning often ignites when we see the path forward. Mentors illuminate this path, sharing their passion and experience to fuel our journey, and making the learning process not just informative but truly transformative.

Next Steps

Check out a great podcast on the same issue, where the Enterprise Agility Mastery crew discuss learning vs training.

Introduction

In the ever-evolving landscape of enterprise agility, the role of an Agile Coach can sometimes seem shrouded in mystery. Are they simply facilitators, or is there a tangible return on investment in their services? Let's delve into how Agile Coaches can be the catalysts for significant improvements in efficiency and effectiveness in an organization.

The value of coaching

The value of an Agile Coach goes beyond conducting retrospectives or facilitating stand-ups. Coaches are the gardeners of the corporate world, nurturing the seeds of agility until they blossom into self-sustaining practices. They empower teams to navigate through complexity by instilling a culture of continuous improvement and a growth mindset.

Metrics that matter
To measure the impact of Agile Coaches, we must look at metrics that resonate with executive concerns. Flow metrics like throughput and cycle time provide a compelling narrative of improvement by translating team efficiency into language that executives understand and care about—delivering value faster and more reliably.

The coach's journey

An Agile Coach's journey with a team is not indefinite. There comes a time when the coach must assess if their continued presence adds value or if it's time to let the team continue their journey independently. This decision should be based on if the team has internalized agile practices and whether or not the coach can contribute more elsewhere.

The invisible work of an Agile Coach is crucial to fostering an environment where agile principles thrive and produce measurable business outcomes. It's about creating lasting change that continues to deliver value long after the coach has moved on.

Five key takeaways

1. Coaches cultivate culture: An Agile Coach's true value lies in cultivating a culture of agility that continues to grow organically. By instilling agile values and principles, coaches ensure their teams don't just follow a process, but embody a culture of agility that leads to sustained improvement and innovation.

2. Metrics over anecdotes: Quantifiable improvements speak louder than qualitative assurances in the executive suite. Executives respond to hard data. Agile Coaches must, therefore, focus on metrics that clearly demonstrate improvements in efficiency, such as reduced cycle times and increased throughput.

3. Empowering self-sufficiency: The ultimate goal of an Agile Coach is to render their role obsolete by empowering teams to be self-sufficient. Coaches aim to create an environment where teams can solve their own problems and continuously improve, making the need for an external coach less critical over time.

4. Impact over activity: Coaches are measured by the impact they have on a team, not the volume of their activity. The true measure of success for an Agile Coach is not in how busy they are, but in the tangible outcomes their actions create, such as improved product quality or faster delivery times.

5. Navigating the transition: Knowing when to step back is as important as knowing when to step in for an Agile Coach. A skilled coach understands the lifecycle of their involvement and strategically plans their withdrawal as teams mature, ensuring a smooth transition and sustained momentum.

Next steps

There is a great podcast on this by the Enterprise Agility Mastery crew.

What is the J-Curve?

As mid-range executives and enterprise-level coaches, we've all been there—eager to implement new Agile and Lean methods, hoping they'll skyrocket productivity and efficiency instantly. But does change ever happen that smoothly? Let's dive into a concept that's as real as it gets: the J-Curve of change.

Imagine you’re introducing a new system or process in your team. You’re optimistic and empowered by the potential outcomes. Yet, as the change begins to settle, you notice a dip in productivity, a collective sigh of frustration from your team. This is the J-Curve effect where things often get worse before they get better. It’s a descent into the “valley of despair” before climbing up to new heights of performance and success.

So, how do we make this curve less daunting? How do we ensure that we're not only expecting this downturn but also actively preparing for it? Here are insights and strategies to help you navigate the J-Curve in your agile transformation journey.

The reality of change

David Vinny's insight into the J-Curve adds a critical layer to our understanding of change management. It's not just about acknowledging the dip; it's about managing expectations, especially those of leadership. Leaders often envision an immediate uptick in performance (a red curve rising), but reality begs to differ. The key is to manage these expectations and reassure everyone involved that this is a natural part of the process.

The power of language

Communication is your ally. Creating a shared language around the J-Curve can help everyone visualize and understand the journey ahead. Phrases like "we must go down before we go up" or "how can we make this dip as shallow and brief as possible?” become part of your team's vocabulary, crafting a narrative that turns challenges into opportunities for growth.

Engaging the team

Involving the team in discussions about the J-Curve not only educates but also empowers them to participate in the solution. It's about making the J-Curve everyone's business. By doing so, you foster an inclusive environment where every member feels accountable and motivated to contribute to overcoming the downturn.

Bridging the gap with leadership

Leaders play a pivotal role in navigating the J-Curve. It's crucial for them to not only understand the curve but to actively support the team through the downturn. This might mean adjusting expectations, providing resources, or simply offering words of encouragement. Leaders set the tone, and their support can make the dip less intimidating.

Learning from other domains

The J-Curve isn't unique to Agile transformations. It's a universal model for change. By drawing parallels from other fields, like finance or sports, we can gain fresh perspectives on how to handle the downturn. For instance, swimmers focus on technique to become more hydrodynamic. Similarly, teams can focus on Agile basics to navigate the curve more efficiently.

Key Takeaways

1. The J Curve of Change illustrates the initial dip in performance following a change initiative.

2. This dip is a natural part of the learning process and leads to greater growth.

3. Leaders and coaches must communicate effectively to manage expectations during this phase.

4. Minimizing the depth and duration of the dip is key to a successful transformation.

5. The J Curve is not exclusive to business. It's a model that applies to personal growth and other life changes as well.

Conclusion

Understanding and utilizing the J Curve of Change allows us to frame setbacks not as failures but as stepping stones to success. It reinforces the idea that temporary dips in performance are necessary for long-term improvement.

Next Steps

Consider how the J Curve might be affecting your current initiatives. Engage with your teams to discuss this model, set clear expectations, and develop a shared vocabulary around change. Remember, the dip is not the destination; it's just a part of the journey.

Want to hear more? Here is a great podcast on this from the Enterprise Agility Crew

Coaching has cemented itself as an indispensable asset in the ever-evolving landscape of business, where every step toward innovation and agility counts.

But what happens when the lines blur and the defined value of coaching comes under scrutiny?

It's a question that plagues many forward-looking executives. Let's unravel this puzzle and explore how coaches are a necessity and a strategic advantage for any organization striving for growth.

The underrated craft of coaching

Coaching in the corporate sphere is often akin to the roots of a tree: seldom seen but crucial for growth. The true essence of coaching lies not in dictating today's tasks but in nurturing the skills and insights needed for the challenges of tomorrow. It's about unlocking potential, fostering resilience, and guiding teams through the murky waters of uncertainty and change.

Coaches in different markets

The value of a coach is highlighted differently in expanding versus contracting markets. In an expanding market, coaches drive innovation and agility, pushing teams to their creative limits. Conversely, in a contracting market, the coach's role pivots to efficiency and resilience, helping teams do more with less and preparing them for a rebound.

The coach's toolkit

Coaches bring a diverse skill set, often captured in models like the CADET (Coach, Advisor, Deliverer, Embedder, Trainer) framework, which outlines the multifaceted roles a coach can play. However, the magic happens when these roles are not just defined but deeply understood and articulated within the organization.

Making coaching value visible

Transparency in coaching effectiveness is key. It's not enough to have an impact: they must be seen and felt. Whether through OKRs or other metrics, the value brought by coaches should be quantifiable and celebrated.

Is the pool of coaches all brilliant?

It's extremely unlikely that all coaches are brilliant, just like all project managers, scrum masters, or testers are not all brilliant.

Having said that, I can see a few trends to call out :

It is fair to say that some of the market has reacted to people who are “below standard,” but it’s unlikely the answer to that is to throw all of them away. Why not just make a cut at a certain standard of outcome, work ethic, and value?

The truth is coaches should always be temporary and transient. I see some coaches trying to set up their roles as “jobs forever.”

Imagine a coach as a gardener tending to different beds, ensuring each one flourishes. Once one area thrives, they move on to the next challenge. This iterative process of nurturing and moving on is the hallmark of effective coaching. It's not just about solving problems but also about empowering teams to solve their future challenges independently.

Five takeaways for the executive leader

• Empower for tomorrow: A coach's true value lies in preparing teams for future challenges, not just today's tasks.

• Visible impact: The effectiveness of coaching must be measurable and visible to the organization.

• Adaptability is key: A coach's role and value proposition will shift depending on whether the market is expanding or contracting.

• Beyond definitions: Understanding and communicating the multifaceted roles of coaches is essential for organizational buy-in.

• A culture of coaching: Embedding coaching principles across the organization ensures a sustainable environment of continuous improvement and resilience.

Did you enjoy this article? If you did, please do one of two things :

1. Subscribe to my weekly newsletter (see link below) or the Enterprise Agility Newsletter.

2. Send this post to someone you know who might enjoy it and learn something useful.

As we step into a new year, it's not just about setting ambitious goals; it's about ensuring we have robust systems in place to achieve them. After all, the heights of our aspirations are grounded in the effectiveness of our daily routines. That's why, as executive leaders, we need to build a 'Minimum Viable Library' of resources that can propel us and our teams towards excellence.

Imagine having a library that's not overcrowded with theory but is rich with practical wisdom that can be applied immediately—a curated selection that focuses on personal development systems, actionable Agile principles, and transformative leadership techniques.

Take, for example, the concept of loving the process over the goal—a principle that's beautifully illustrated in the book "Atomic Habits." It's a reminder that the best performers are those who find joy in the discipline of their craft. They don't just enjoy playing the game; they relish the training that precedes it. This mindset shift is monumental in achieving sustained success.

Another gem from the treasury of practical wisdom is "Rework" by Jason Fried and David Heinemeier Hansson. It's a manifesto that champions the idea of making a meaningful impact. The book echoes the Agile values without explicitly naming them, teaching us the power of simplicity, action, and customer centricity.

And let's not forget the transformative potential of Agile beyond the world of software development. Jeff Sutherland's "Scrum: The Art of Doing Twice the Work in Half the Time" may have a title that sounds too good to be true, but its principles are grounded in reality. Sutherland extends the application of Scrum to all aspects of business and personal life, revealing how focused effort can lead to outstanding results.

As we cultivate our Minimum Viable Library, we must remember that the right resources can serve as a catalyst for growth. Books like these are not just to be read but to be experienced, with their insights integrated into our daily practices.

Five Takeaways:

1. Systems Over Goals: Your daily systems define the ceiling of your potential, not the lofty goals you set.

2. Love the Process: Embrace the daily grind and the discipline it brings; it's where true improvement lies.

3. Simplicity in Action: Cut through the noise and focus on what's truly impactful for you and your customers.

4. Agility Beyond Engineering: Apply Agile principles across all business functions for a harmonious transformation.

5. Continuous Learning: Keep updating your knowledge base with practical wisdom from a well-curated library.

If you want to know more, you can check out our new podcast on this subject, recorded recently here

In the world of Agile, explaining our roles and responsibilities can often be a complex task, especially to those outside this niche. However, communication is a cornerstone of Agile principles, and the ability to convey what we do in a concise and understandable manner is a crucial skill for Agile coaches.

This ability is not only useful in our personal lives when we're trying to explain our job to family and friends, but it's also essential in professional settings. You could be in a meeting with a stakeholder who's not familiar with Agile, or maybe you're trying to convince a team to adopt Agile methodologies. In these situations, having a clear and relatable explanation of your role is invaluable.

Agile coaches are similar to football coaches. They help teams perform better and get the best out of themselves. They guide teams to adapt to the journey they're on, taking into account the inevitable changes that happen. They ensure that teams can break down larger tasks into smaller, more manageable chunks to improve efficiency and maintain a clear focus.

The key to explaining your role effectively lies in understanding your audience's language and context. Always start by asking what the other person does. This allows you to tailor your explanation using terms and examples they are familiar with, hence making your pitch relatable and easier to understand.

In conversations about Agile, it's essential to think about it in layers. There's the quick one-sentence explanation, a more detailed paragraph, and then the in-depth discussion. Each level serves a different purpose and is used based on the context.

Remember, our job as Agile coaches is to help teams focus on getting the best out of themselves, adapt to changes, and break things down into manageable parts. These are universal concepts that anyone can understand, regardless of their familiarity with Agile.

Key Takeaways:

1. Agile coaches help teams to perform better and get the best out of themselves, similar to a sports coach.

2. Part of an Agile coach's role is to guide teams to adapt to changes and break down larger tasks into smaller, more manageable chunks.

3. Understanding the audience's language and context is crucial when explaining your role.

4. Think of your explanation in layers – a quick one-sentence explanation, a more detailed paragraph, and then an in-depth discussion.

5. The core of an Agile coach's job is to help teams focus, adapt, and break things down – universal concepts that anyone can understand.

If you want to know more, you can check out our new podcast on this subject, recorded recently at https://podcasters.spotify.com/pod/show/agile-coaching-mastery/episodes/Mastering-the-Agile-Pitch-How-to-Explain-Your-Role-to-Anyone-e27uv6c

Listen in for an interesting conversation, here are some highlights:

Identifying Agile Champions To create lasting change, identify well-connected, cross-team individuals who have a track record of successful deliveries and command respect among their peers. These Agile Champions can foster buy-in and adoption of agile practices throughout the organization.

Differentiating Sponsors and Champions While leaders need to sponsor the initiative, it's important to understand that sponsors and champions have distinct roles. Leaders provide support and resources, while champions drive implementation by embodying agile principles and motivating others to embrace them.

Solving Real Problems Genuine buy-in occurs when the focus is shifted from buzzwords like "agile" or "transformation" to addressing real problems faced by individuals and teams. By demonstrating how agility can solve these challenges, organizations can build true commitment to change.

Leveraging Internal Expertise Instead of relying solely on external coaches who eventually depart, organizations should invest in providing agile skills to existing employees who have a vested interest in the company's success. Passing on these capabilities empowers internal change agents, ensuring sustainability and continuity.

Nurturing Change Agents Identify natural change agents within the organization—those who excel at networking and bridging gaps. Support their growth and development, enabling them to become even more effective in their roles as change agents.

Engaging Critics Rather than excluding skeptics, it is worthwhile to engage them in the change initiative. By involving critics and addressing their concerns, organizations can potentially convert them into advocates, significantly influencing the success of the transformation.

Delivering Tangible Results The ability to deliver impactful change is paramount. Sustainable transformation goes beyond theory and requires a focus on practical solutions that solve real problems. Actions speak louder than words when it comes to driving adoption and creating a resilient agile culture.

Embedding Change Leaders During the transformation period, aim to integrate change leaders into the new organizational structures as much as possible. Recognizing and embedding their expertise ensures they remain integral parts of the organization's journey even after the transition is complete.

We hope these insights inspire your organization's agile transformation, empowering Agile Champions to drive lasting change. Stay tuned for more valuable content on enterprise agility in our next newsletter!

Note: This newsletter is for informational purposes only and does not constitute professional advice. Organizations are encouraged to tailor strategies to their specific contexts and seek appropriate guidance.

The first statement we discussed was "all transformations fail if the company is above 20,000 people." While Ian thought this was false, he emphasized the importance of working with the company's size and finding the right approach to make a transformation successful. I agreed, pointing out that a company's size isn't the only determining factor for success; it's also about how the transformation is executed.

Moving on, we tackled the statement "it is crucial to get the right data in place, otherwise, you'll make poor decisions." Both Ian and I agreed that this was true, but we elaborated on the importance of having the right amount of data and making decisions based on that information. We discussed examples of companies like Amazon that have successfully made decisions with less-than-complete data and emphasized the importance of timely decision-making.

Finally, we addressed the statement "if leaders don't lead a transformation, it will never work." Ian and I both agreed that this was true but clarified that leadership is necessary to provide direction and support for self-organizing teams. We discussed the balance between having strong leadership and giving teams the autonomy to make their own decisions.

Throughout the episode, Ian and I shared personal experiences and valuable insights into the world of enterprise agility. We emphasized the importance of having clear definitions, understanding the role of leadership, and making decisions based on the right amount of data. Though we aimed for a 15-minute episode, our engaging conversation led to a 24-minute discussion, proving that even agile coaches can benefit from some improvement. Overall, the first episode of the "True or False Series" was an entertaining and informative exploration of agile transformations.

Well, good news! In this episode, we pivot to a new audience of people like you! We get started together on your journey who want to increase you company's agility. We talk about why we pivoted and what you can expect So, if you're ready to become more agile and adaptable, this episode is for you!

SUMMARY KEYWORDS

complex adaptive systems , podcast , agility , enterprise , coach , coaching , question , audience , leader , SaFE , change agents ,

Read the transcript at otter.ai

I used to consider myself a Kanban/ Agile practitioner and got a lot of value from the principles and values from these disciplines. Yet with 12 principles1 and 4 values2 in Agile and 4 in Kanban3, had a nagging feeling that there must be something simpler; that single north star which I could use to make decisions easily yet completely aligned with both Agile and Lean. Now I found it.

Gall's law is named after its creator, paediatrician and author John Gall and states that "a complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. You have to start over with a working simple system."

Gall is most known for his critique of systems theory in his book «Systematization: how systems work and especially how they fail»

More a rule of thumb, that a physical law, in nutshell it states that attempts to build extremely complicated systems are likely to fail

Does it mean I now call myself a Gall’s law coach? Well, not many job openings for that description — Yet!

From Gall’s law you can per example easily deduce that the best way to create a complex system is therefore not to design it all up front, but let it emerge over time through the creativity, initiative, and ingenuity of the people involved — and what are the enterprises we transform but complex systems, actually complex adaptive systems.

In starting to apply Gall’s law to my agility work, I found several benefits, very close to the foundations of true enterprise agility:

1. It helps organizations to avoid the common pitfall of over-engineering their agile transformation. Organizations often make the mistake of over-engineering their agile transformation. They try to perfect their process before they start, or they try to design their agile transformation from scratch. Gall's Law helps organizations to avoid these mistakes by reminding them that a complex system that works is invariably found to have evolved from a simple system that worked.

2. It helps organizations to focus on delivering value early and often, rather than trying to perfect their agile process. You can clearly see Gall’s law in agility approaches like lean startup. By focusing on building a small thing and proving it works with real costumers you’re ensuring you get to the simplest system that works, which than you can grow using customer feedback into a complex system that works better.

3. It helps organisations to create an environment where creativity and innovation can flourish. One of the corollaries of Galls law is that you can build a complex system that works by composing simpler systems that work. This is what we do in most agility approaches by creating small autonomous teams, each of which can innovate and together can achive greater innovation.

4. It helps organizations to avoid the common mistakes that lead to agile transformations failing. The most common mistake I on the road to agility is to atempt to copy a complex system that worked somewhere else and assume we can teleport an organisation into it. How many companies have tried to copy the Spotify Model and failed? Or attempted a large scale implementation of SAFe to see productivity grind to a halt?

Gall’s law is why the most successful transformations are where we plant the seed of agility in one or more groups and when you see them start to work replicate the model organically throughout the enterprise, always trying to grow agility rather then implement agility.

Golden Question: That is all and nice, but what do yo do on your first day, week, month as a leader guided by Gall’s Law when trying to grow agility in your enterprise?

On the first day, week, or month as a leader guided by Gall's Law, the best thing to do is to start with a working simple system. This could mean starting with a small agile team and letting it grow organically from there. Look around and try to find a pocket of agility mired by complex processes or handovers and simplify their way of work, getting back to basics and building iteration and feedback loops.

The key is to focus on delivering value early and often, rather focus on adopting a process from elsewhere. This will help to create an environment where creativity and innovation can flourish.

Both Sam and Ricardo have been working with Agile for decades, but they came at it from different perspectives. Ricardo was a troubleshooter who naturally fell into Agile practices, while Sam approached Agile from a delivery management perspective. Both found success in working in short cycles and letting teams plan their own work.

However, they both noticed a trend in the Agile community, particularly in the Scrum community, of dismissing project managers and insisting that Scrum was the only way to do Agile. This narrow-minded approach turned many people away from Agile, leading Sam to found Agnostic Agile.

We've got a heated debate on our hands folks. On one hand, you've got the Agile enthusiasts who see it as a religion. They point to the tight-knit Agile community, the shared beliefs, and the rituals and ceremonies that come with practicing Agile. And let's not forget the dogmatic adherence to Agile principles that's reminiscent of religious devotion.

But then you've got the Agile skeptics who see it as a flexible framework, not a strict doctrine. They argue that Agile has a scientific approach to problem-solving, and there's a distinct lack of any spiritual or supernatural elements.

So, what's the truth? Is Agile a religion or a philosophy? Well, let's break it down. A religion is a system of beliefs and practices that often involves worshiping a deity or deities and following a set of moral principles. A philosophy, on the other hand, is a systematic and logical inquiry into the nature of reality, knowledge, and existence.

When we look at Agile through this lens, it's clear that it aligns more with the definition of a philosophy. Agile emphasizes continuous improvement, embracing change and adapting to new situations, and encouraging collaboration and teamwork. These values and principles are more in line with the systematic inquiry of a philosophy than the religious devotion of a religion.

It's crucial to understand the true nature of Agile because the way it's viewed can have a significant impact on its implementation. If Agile is seen as a religion, it can lead to inflexibility and resistance to change, which can stifle innovation and creativity. But if Agile is seen as a philosophy, it can lead to a focus on continuous improvement, embracing change, and collaboration and teamwork - all crucial elements for achieving enterprise agility.

In conclusion, Agile is a philosophy, not a religion. Understanding its true nature is key to implementing it effectively and achieving the desired outcomes. By viewing Agile as a philosophy, organizations can focus on continuous improvement, embrace change, and encourage collaboration and teamwork. And that, my friends, is the Agile gospel according to us.

Ricardo will make us all jealous with is improbably dark skin tone after his holiday in Brazil while Ian will be sharing his insights on resilience and how to manage the "imposter chimp" that can often interfere with our well-being and productivity. Ian has even given his imposter chimp a name - which will be revealed! - and will explain why this is so relevant to our discussion that it became the episode title.

Throughout the episode, Ian will highlight the key things that can help you build resilience, including:

1. Embracing change: As a leader, it is important to understand that change is a constant in life and in the workplace. Rather than resisting or fearing change, embracing it can help build resilience. This means being open to new ideas, embracing new challenges, and adapting to new circumstances. By embracing change, leaders can demonstrate to their team the importance of being flexible and the positive impact it can have on their well-being.

2. Focusing on what you can control: One of the key factors in building resilience is focusing on what you can control. This means focusing on your thoughts, feelings, and actions, rather than on external factors that are beyond your control. As a leader, it is important to help your team understand the importance of this concept, and to encourage them to focus on what they can control, rather than what they can't.

3. Minimizing catastrophic thinking: Catastrophic thinking is a habit of thinking in which you imagine the worst-case scenario in a given situation. This type of thinking can lead to increased stress and decreased well-being. As a leader, it is important to help your team recognize when they are engaging in catastrophic thinking and to teach them ways to minimize it. This could include teaching them to focus on positive outcomes, practicing mindfulness, or reframing their thoughts.

4. Establishing a support network: Having a strong support network can provide a sense of security and comfort in times of stress and uncertainty. As a leader, it is important to encourage your team to develop their own support network, which may include family members, friends, or colleagues. This could include creating opportunities for team building, encouraging open communication, and fostering a positive work environment.

5. Having a sense of humor: A sense of humor can help to reduce stress, increase positive feelings, and build resilience. As a leader, it is important to model a positive and humorous attitude, and to encourage your team to do the same. This can create a more relaxed and enjoyable work environment, and help build resilience in the face of adversity.

6. Practicing gratitude: Practicing gratitude can help increase positive feelings and improve well-being. As a leader, it is important to encourage your team to practice gratitude, whether it be through daily journaling, expressing gratitude to others, or simply taking time to appreciate what they have. This can help build resilience by shifting focus from negative thoughts to positive ones.

Ian will also introduce a useful website, hopefulpanda.com, which can provide additional resources and support for those looking to improve their mental well-being.

Join us for this thought-provoking and actionable episode on how to manage your imposter chimp and keep yourself and your reports mentally stable.

Think of it as the literary equivalent of trying exotic food for the first time. You might not like it, but at least you can say you've tried it. So, join us in the chat with your highlights or questions about our highlights. And remember, no matter how bad the book is, it's always better than working on a Friday afternoon. Happy reading!

Once we've all finished reading, we'll be rounding up all the contributors to the chat and invite 'em to come record a book review episode with us. So, get ready to hear some hilarious hot takes on the latest on agility, life the universe and everything, folks!

Now go get yourself “Building Better Organizations” by Claudy Jules, you can find it at this link and join us on this reading adventure by replying to our comments below.

1. Set learning goals: Setting clear, measurable learning goals will help you stay focused and motivated.

2. Be curious: Keep an open mind and be curious about the world around you. Ask questions and seek answers.

3. Take classes and workshops: Sign up for classes and workshops that interest you, both online and offline.

4. Read books: Reading is one of the best ways to learn. Read books that interest you and that will help you learn new things.

5. Learn from others: Learn from the experiences of others by networking and talking to people who are experts in their fields.

6. Keep a learning log: Keep track of what you learn in a learning log, which can be a notebook or a digital document. This will help you to reflect on your learning and to see how far you have come.

7. Use a learning management system: A learning management system can help you stay organized and connected with your classmates, schedule one-on-one meetings with them, and track your progress.

8. Use tools like Readwise: Readwise is a tool that helps you keep track of your highlights and notes from books, articles and other reading materials, and make it easy to review them later.

9. Make notes and summarization: Make notes and summarization of the things you learn to help you remember the key takeaways.

10. Use a second brain: A "second brain" is a system for capturing and organizing your thoughts and ideas so you can access them easily later.

It's important to keep in touch with your cohorts, using Learning Management Systems can help. They can help you keep track of what you learned and help connecting between cohort members.

In order to get good at keeping takeaways, use tools like Readwise, making notes and summarization, distilling them down to 3 key takeaways, and consider using a second brain.

To truly reap the benefits of lifelong learning, it's essential to apply what you've learned to your everyday work and habits. This not only improves your skills and solidifies the knowledge but also helps you identify areas where you need to focus your future learning efforts.

Today we are joined by our good friend Richard James who recently returned to the consultancy world after 7 years in industry.

We begin by discussing the trends for 2023. Efficiency is at the forefront of every executive's mind and the need for increased efficiency is driving the implementation of Lean practices. Waste reduction, smaller batches, and increased effectiveness are all part of the Lean equation. Additionally, Resilience and Automation are essential components to consider in order to increase the effectiveness of spend.

We then move on to discuss how to help agile endure by delivering on your business goals and savings projects. This includes an examination of team topologies, social-technical design, and the architecture of the enterprise. We hope that you will enjoy this episode of Enterprise Agility Podcast.

Thank you for joining us and until next week!

Ian can be reached on twitter @ianatbigagility

Ricardo can be reached on twitter @riclib

The new podcast home is https://enterpriseagility.info 

In today's episode, we have a special guest, Steve Colasinski, an old friend of ours. Steve join us straight from the frontlines of agile and has some interesting insights to share.

The topic we will be discussing is why organizations are struggling with agile adoption. It can be a challenging transition for many companies, and Steve has seen this firsthand.

We'll also give an example of an organization that didn't have a smooth agile adoption process and discuss what went wrong. As well as one where it went really smoothly and why.

Finally, we'll talk about how to tell on the first day you arrive at a new organization if it is struggling with agile adoption. Steve has some valuable tips to share on this front.

We hope you'll join us for this New Year edition of our podcast, filled with discussions on agile adoption challenges and solutions. And the first from our “straight from the trenches series”

You can reach steve by email at scolasin@gmail.com