A Leadership Survival Guide

to Transformation

Andy Cooper

Aldo Rall

Why this talk?

Different

backgrounds

Partnering on this

learning journey

Challenged by the

same questions

Sharing our insights

and experience

A visit to a house somewhere in Wellington..

Mark Thompson, 2012“I blame entropy”

Increase in

entropy

Highly ordered

Making sense of our world: Cynefin

Cause-and-effect

is known

Cause-and-effect is

unknown

OrderedUnordered

Complex

Probe

Sense

Respond

Emergent

Complicated

Sense

Analyse

Respond

Good Practice

Chaotic

Act

Sense

Respond

Novel

Simple

Sense

Categorise

Respond

Best Practice

Disorder

For more see: https://en.wikipedia.org/wiki/Cynefin_framework and David Snowden and Cognitive Edge

VolatilityUncertainty

VUCAComplexityAmbiguity

Responses to disruption by industry

How to Create an Agile Organisation: McKinsey and Company, October 2017

% of respondents reporting organization-wide agile transformations at their companies,1 by industry

54

50

46

42

38

34

30

26

22

0

Low Perceived instability of business environment2 High

High tech

Social

Sector

Electric power

and natural gas Financial services

Telecommunications

RetailMedia and

entertainmentProfessional services

Advanced industries Consumer packaged goods

Oil and gas

Heathcare systems

and services

Travel, transport, and logistics

Automotive and assembly

Infrastructure

Pharmaceuticals

And medical products

Private equity and principal investors

Basic materials

The “busyness” epidemic

Managers are spending fewer than seven hours per

week of uninterrupted time to do deep versus shallow

work

Rest of time spent attending meetings, sending e-

communications or working in time increments of less

than 20 minutes

Busyness drains energy, equals less innovation and

engagement

Labour Productivity has been declining in NZ over the

last 5 years and sits at less than 1% per annum

Only 14% of NZ employees are engaged in their jobs

Challenges with adopting Agile

Company philosophy or culture at odds with core agile values

Lack of experience with agile methods

Lack of management support

General organization resistance to change

Lack of business/customer/product owner

Insufficient training

Pervasiveness of traditional development

Inconsistent agile practices and process

Fragmented tooling, data, and measurements

Ineffective collaboration

Regulatory compliance and governance

Don’t know

47%

43%

34%

31%

45%

41%

34%

19%

20%

15%

63%

2%

*Respondents were able to make multiple selections.

VersionOne® - 11th Annual State of Agile Report (2017)

Our hypothesis:

“How can you arm yourself so that you

successfully tackle those new, unfamiliar

situations that are bound to come your way?

Through Learning”

From: Becoming an Agile Leader, Victoria Swisher

We support this statement and our talk will

show you how we came to the same

conclusion.

We believe that Learning Agility is a key

leadership skill required for sustainable

transformations.

Leadership

People,

Systems,

structures &

processes

Employee

Engagement

Transformation

Start here

Learning

Agility

The A and A Adaptive Leadership Survival Guide

AA

ME

TA M

EN

TAL

MO

DE

LOrg. Strategy

History

Purpose

Processes

Learning habits

Awareness of

value

History

Decisions

Purpose

Internal conflict

Values

Beliefs and biases

Attitudes

Habits

Decisions

Skills

Emotions

Empathy

Behaviours

Conflict

agreements

Understanding

of value

Shared learning

processes

and habits

Processes

and rules

Decisions

Strategy &

objectives

Structure

History

Behaviours

Objectives

Purpose

Habits

Organisational

learning

Habits

Policies and

rules

Value Chain

Roles and

responsibilities

Realising Value

By Andy Cooper and Aldo Rall

A3 version can be found here:

https://goo.gl/JrjMnt

AA META MENTAL MODEL: My leadership and learning agility skills

1. Me

Adapting /

Survival

SCARF

Model

Maslow’s

Hierarchy of Needs

Learning habits

Awareness of value

History

Mindset

Decisions

Purpose

Discipline

Skills

Emotions

Empathy

Behaviours

Values

Beliefs and biases

Attitudes

Habits

Decisions

Survival skills for me: Develop thinking and memory skills

Chunking * is a term referring to the

process of taking individual pieces of

information (chunks) and grouping them

into larger units. By grouping each piece

into a large whole, you can improve the

amount of information you can remember.

Using focused and diffused modes *:

“your mind needs to be able to go back

and forth between the two different

learning modes…. allowing yourself to

grow a neuro-scaffold to hang your

thinking on”

*From: Learning how to learn, A Coursera MOOC with Dr. Barbara

Oakley & Dr. Terrence Sejnowski

Get enough sleep! *

• Chunking on Steroids = Latticeworks of

Chunks = mental models

• Mental models = mind’s toolbox for making

decisions

• “you must have a large number of them,

and they must be fundamentally

lasting ideas”

** From Farnam Street Blog: https://www.farnamstreetblog.com/mental-models/

Mental Models **

Learning Agility research for me

https://www.kornferry.com/developing-learning-agility

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn”

Alvin Toffler

15%

Is a top predictor of high potential. It

is estimated that just 15% of the

global workforce are highly agile.

+25%

Korn Ferry found companies with

highly agile executives have 25%

high profit margins than their peer

group.

*Korn Ferry Institute study, 2014

Executives with high levels of

learning agility, tolerance for

ambiguity, empathy and social

fluidity are five times more

likely to be highly engaged.

5X1X

2X

3X

4X

Individuals with high learning

agility are promoted twice as

fast as individuals with low

learning agility.

*Korn Ferry Institute study, 2014

2x

Survival skills for me: Learning Agility

Learning Agility Spiral for Active, Continuous and

Intentional Learning

Awareness

Share

and

Explain

Evaluate

the

Learning

Implement via Experiments

Explore Alternatives

Awareness

• Traditional learning practices are becoming

less effective

• Learning does not stop with reading or

attending training

• Life around us provides opportunities to

learn (the experience is active learning)

• How do we improve the effectiveness and

value of our active learning?

“We’d rather do the quick,

simple thing than the

important complicated thing,

even if the important

complicated thing is

ultimately a better use of

time and energy”

I may be biased

https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18

Inscription over the Greek temple in Delphi

Use the SEEDs Model to

understand and Manage your

Biases

5 Main types of Biases:

• Similarity

• Expedience

• Experience

• Distance

• Safety

https://neuroleadership.com/portfolio-

items/breaking-bias-updated-the-seeds-model-2/

Clarity of Purpose

Why Discovery course by Simon Sinek:

“Everyone has a WHY. Your WHY is the

purpose, cause or belief that inspires you.

Knowing your WHY gives you a filter to

make choices, at work and at home, that

will help you find greater fulfilment in all that

you do”

https://startwithwhy.com/why-discovery-course/

Survival tools for me: “Know thyself”

Use the SCARF model to

understand your triggers.

http://www.scarfsolutions.com/selfassessment.aspx

AWAYFrom

threat

response

Status

Certainty

Autonomy

Relatedness

Fairness

TOWARD

Reward

Response© David Rock

1. Me

2. My Teams

Tuckman

Model &

Lean Change

Management

Adapt

Maslow

P. Lencioni:

5 dysfunctions of a team

Team charter

Social contract

SCARF

Behaviours

Objectives

Purpose

Habits

Shared learning

Discipline

Processes and rules

Decisions

Beliefs

Agreements

Understanding of value

Experiment friendly

Strategy & objectives

Structure

History

Safety

AA META MENTAL MODEL: Me and my teams

Psychological safetyTeam members feel safe to take risks and

be vulnerable in front of each other.

1

DependabilityTeam members get things done on time and

meet Google’s high bar for excellence.

2

Structure & ClarityTeam members have clear roles,

plans, and goals.

3

MeaningWork is personally important to

team members.

4

ImpactTeam members think their work matters

and creates change.

5

Research for me and my teams

From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-

google-team/

From: https://www.linkedin.com/pulse/high-performance-via-psychological-

safety-joshua-kerievsky/ @HeidiHelfand @JoshuaKerievsky

Be YourselfTake Risks

Psychological safety exists when

you’re not afraid to

Make mistakes Raise Problems

Ask Questions Disagree

© Google

Safe to take risks =

experiment friendly

Clarity and purpose

Recognition and

acknowledgement

Survival skills for me and my teams: Combat “busyness”

Lean work practices

• Focus on value

• Treat hours like dollars with a real opportunity

cost

• Understand where your time goes and strive to

reduce over communication

Understand your energy cycles

• Meeting free mornings

• 100% on and then 100% off

• High energy things when you have high energy

Create time

• 20% goal for learning and applying

• Diffused thinking time and activities

for creativity

Learn more:

• Deep work – rules for a focused

success in a busy world

• Smarter, faster, better

Survival skills for me and my teams: Learning Agility

Considerations for successful Learning Agility:

• Participate in Active learning

• Be aware of the step currently being practiced

• Visualize every step

• Have multiple tools available to perform at every step

• Celebrate the learning

• Keep the environment fail safe

Survival tools for me and my teams: A Learning Kanban

Backlog Done

Mental

model

sub

topics

Decide whether

you need to

learn it

(Low Priority)

Schedule a

block of time for

learning it

(Highest

Priority)

Learn it right

away

(High Priority)

Learn it as the

chance arises

(Lowest Priority)

Adapted from the original HBR article by Marc Zao-Sanders. See https://hbr.org/

2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-right-now

Tim

e t

o le

arn

Usefulness/ Value/ Impact of the feature

Celebration Grids from Jurgen Appello’s Management 3.0 materials.

See https://management30.com/practice/celebration-grids/

Celebration gridBehaviour

Ou

tco

me

Mistakes Experiments

You screwed up!

Where’s your

brain?

You lucky person!

OK, You failed

BUT you learned!

Yay! You exceeded

AND your learned!

Argh, bad luck!

Yay! You exceeded

by doing the right

things!

Practices

LEARNINGNo learning No learning

FA

ILU

RE

SU

CC

ES

S

Survival tools for me and my teams: A3 Thinking

Reducing waste and communicating efficiently and effectively

Background & problem

statementTarget condition

Current conditionSteps, schedule and

measurements

Project area: Owner:

http://jpattonassociates.com/opportunity-canvas/

Survival tools for me and my teams: Recognition and appreciation

Management 3.0 tools for recognition:

• Kudos Box

• Kudo Cards

• 12 steps to happiness

Some hints and tips for recognition:

1. Recognise people based on specific results and

behaviours

2. Implement peer to peer recognition

3. Share recognition stories

4. make recognition easy and frequent

5. Tie recognition to your company or team values

Article by Josh Bersin, Forbes magazine, see

https://www.forbes.com/sites/joshbersin/2012/06/13/new-research-unlocks-

the-secret-of-employee-recognition/2/#742727a5ede2

See https://management30.com/practice/

Survival tools for me and my teams: Change Leadership

McKinsey’s 7s Framework:

https://en.wikipedia.org/wiki/McKinsey_7S_Framework

Hard factors

• Strategy

• Structure

• System

Soft factors

• Shared values

• Skills

• Style

• Staff

PROSCI ADKAR model

Successful change

THE PEOPLE SIDE OF CHANGE

PHASES OF A CHANGE PROJECT

© Prosci Inc https://www.prosci.com/adkar/adkar-model

Awareness Desire Knowledge Ability Reinforcement

Business

need

Concept

& design

Implementation Post -

implementation

http://leanchange.org/

Lean Change Management

(Jason Little)

OPTIONS

INSIGHTS(START HERE)

EXPERIMENT

PREPARE

INTRODUCE

REVIEW

1. Me

2. My Team

Organisational culture

Collaborative

Experiment friendly and safety

Trust and

accountability

Disruptive

models

Org. transformation

models

Tuchman

Model

Adapt

Organisational

values

Team charter

Social contract

SCARF

Maslow

P. Lencioni:

5 dysfunctions

of a team

F. Laloux:

Reinventing

Organisations

3. My Organisation

AA META MENTAL MODEL: Me and my organisation

5 Practices of Exemplary Leadership

Extraordinary Leadership in Australia and New Zealand : The Five Practices That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With Michael Bunting

5 Practices 10 Commitments

Model the Way 1 Find your voice by clarifying your personal values

2 Set the example by aligning actions with shared values

Inspire a Shared

Vision

3 Envision the future by imagining exciting and ennobling possibilities

4 Enlist others in a common vision by appealing to shared aspirations

Challenge the

Process

5 Search for opportunities by seeking innovative ways to change, grow, and improve

6 Experiment and take risks by constantly generating small wins and learning from mistakes

Enable Others to

Act

7 Foster Collaboration by promoting cooperative goals and building trust

8 Strengthen others by sharing power and discretion

Encourage the

Heart

9 Recognize contributions by showing appreciation for induvial excellence

10 Celebrate the values and victories by creating a spirit of community

Survival skills for my organisation: Learning Agility

A learning organisation is

“…where people continually expand their capacity to

create the results they truly desire, where new and

expansive patterns of thinking are nurtured, where

collective aspiration is set free, and where people are

continually learning how to learn together.”

From: Building a Learning Organization by David Garvin, https://hbr.org/1993/07/building-a-learning-organization

Summary

Successful people, teams and organisations have better Beliefs, Habits and Discipline

Skills for me Tools for meSkills for me and my

teamTools for me and my team

Some skills for

my organisation

Some tools for

my organisation

Cynefin Cynefin Cynefin

Chunking

SCARF model

Clarity of Purpose A3 thinking

Learning Agility

5 Practices of

Exemplary

Leadership

Start-up Way

(Eric Reis)

Focussed &

Diffused thinking ExperimentCanvasses

Sleep Learning Decision Matrix

Mental Models

Find Your Why

Combat “Busyness”Celebration Grid

Learning Agility

Recognition and

Appreciation tools

(Management 3.0 and

Maslow)

Recognition and

Appreciation

Process not

Product SEEDs model Learning AgilityChange leadership tools

(ADKAR, 7s framework and

Lean change Management)Biases

In conclusion

“Only three things happen naturally in organisations:

friction, confusion, and underperformance. Everything

else requires leadership.”

Peter Drucker

Everyone is a leader, we just have different domains of

authority

Leadership

People,

Systems,

structures &

processes

Employee

Engagement

Transformation

Start here

Learning

Agility

Where do I start?

It starts with me

(You don’t need permission

from management to start

learning)

Have a clear sense

of purpose

ExperimentBe comfortable with

failure and ambiguity

Reduce waste

Visualise your

learning

Invitation …

As our world becomes increasingly volatile, unpredictable

and overwhelming, imagine the possibilities if we develop

the capabilities (personal & organisational) to quickly and

easily adapt to changing business conditions and actually

create change to outpace competitors and increase our

value. We fearlessly welcome challenges with confidence

and inspire (and empower) our teams to do the same -

knowing that we will learn from emerging future

challenges.

Thanks for listening

References to our talkAnd additional tools, skills and methods to consider

References for AA Meta Mental Model: Me and My Team

All Blacks

Legacy: what the All Blacks can teach us about the business of life, James

Kerr

Google Teams

From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-

team/

Leadership

Extraordinary Leadership in Australia and New Zealand : The Five Practices

That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With

Michael Bunting

Psychological safety

From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-

team/

Experiment

Management 3.0: Leading Agile Developers, Developing Agile Leaders,

Jurgen Appelo

SCARF Model

http://www.scarfsolutions.com/selfassessment.aspx

Maslow’s Pyramid (Hierarchy of needs)

https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs

Tuckman model

https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development

Lean change Management

http://leanchange.org/

Lean Change Management: Innovative Practices for managing

Organisational change, Jason Little

Team Charter (High Performance Tree)

Coaching Agile Teams: A companion for Scrum masters, Agile Coaches, and

project Managers in Transition, Lyssa Adkins

5 Dysfunctions of a team

The five dysfunctions of a team: A leadership Fable, Patrick Lencioni

References for AA Meta Mental Model: Me and Organization

5 exemplary practices of Leadership

1. Model the way

2. Encourage the heart

3. Challenge the process

4. Enable others to act

5. Inspire a shared vision

• Extraordinary Leadership in Australia and New Zealand : The Five

Practices That Create Great Workplaces By James M. Kouzes, Barry Z.

Posner, With Michael Bunting

Reinventing Organisations

Reinventing Organisations: A guide to creating organisations inspired by the

next stage of human consciousness, Frederic Laloux

General References and Background Reading

Agile Base Patterns in the Agile Canon, Daniel Greening,

https://www.computer.org/csdl/proceedings/hicss/2016/5670/00/5670f368.pdf

Help employees create knowledge – not just share it, John Hagel II and

John Seely Brown,

https://hbr.org/2017/08/help-employees-create-knowledge-not-just-share-it

SCG’s Agile Transformation Approach, Ahmed Sidky

A 2x2 Matrix to help you prioritise the skills to learn right now, Marc

Zao-Sanders,

https://hbr.org/2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-

right-now

High Performance via Psychological Safety, Joshua Kerievsky

https://www.linkedin.com/pulse/high-performance-via-psychological-safety-

joshua-kerievsky/

Agile Coaching, Rachel Dabies and Liz Sedley

FYI™ for Learning Agility 2nd Edition, Korn Ferry

Learning how to learn MOOC from Coursera,

https://www.coursera.org/learn/learning-how-to-learn

Mindshift MOOC from Coursera,

https://www.coursera.org/learn/mindshift/

Forget About setting goals. Focus on this instead, James Clear,

http://jamesclear.com/goals-systems

Differences between Busy people and productive people, Connor Neil,

https://www.linkedin.com/pulse/11-differences-between-busy-people-

productive-conor-neill/

General References and Background Reading

How to use the Feynman Technique to Learn Faster, Thomas Frank,

https://collegeinfogeek.com/feynman-technique/

Bounce, Matthew Syed,

https://whywhathow.xyz/book-crunch-bounce-matthew-syed/

Business articles:

• http://www.nzherald.co.nz/canvas-

magazine/news/article.cfm?c_id=532&objectid=11407591

• https://globalnews.ca/news/3343760/the-cult-of-busyness-how-being-busy-

became-a-status-symbol/

• https://opinionator.blogs.nytimes.com/2012/06/30/the-busy-trap/

Good Leaders and good Learners, Lauren Keating, Peter Heslin, Susan

Ashford,

https://hbr.org/2017/08/good-leaders-are-good-

learners?referral=03759&cm_vc=rr_item_page.bottom

Cognitive Biases cheat sheet, Buster Benson,

https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18

Disciplined Agile Delivery, Scott Ambler and Mark Lines

An Executive’s Guide to Disciplined Agile, Scott Ambler and Mark

Lines

Breaking Bias updated: The Seeds Model™, Matthew Liebermann,

David Rock, Heidi Grant Halvorson and Christine Cox,

Neuroleadership Journal, Volume Six, November 2015

Mental Models, Farnam Street Blog,

https://www.farnamstreetblog.com/mental-models/

Putting lifelong learning on the CEO Agenda, McKinsey & Company,

https://www.mckinsey.com/business-functions/organization/our-

insights/putting-lifelong-learning-on-the-ceo-agenda

General References and Background Reading

An Agile Adoption and Transformation Survival Guide: Working with

Organisational Culture, Michael Sahota

Enabling seamless lifelong learning journeys – the next frontier of

digital education, McKinsey & Company,

https://www.mckinsey.com/business-functions/digital-mckinsey/our-

insights/enabling-seamless-lifelong-learning-journeys-the-next-frontier-of-

digital-education

Getting ready for the future of work, McKinsey & Company,

https://www.mckinsey.com/business-functions/organization/our-

insights/getting-ready-for-the-future-of-work

The Neuroscience of Trust, Paul Zak,

https://hbr.org/2017/01/the-neuroscience-of-trust

Future of Work: Learning to Manage Uncertainty, Heather McHowan,

https://www.linkedin.com/pulse/learning-uncertainty-imperative-heather-

mcgowan/

Building a Learning Organisation, David Garvin,

https://hbr.org/1993/07/building-a-learning-organization

Turning potential into success; The missing link in Leadership

development, Claudio Fernandez-Araoz, Andrew Roscoe, and Kentaro

Aramaki, Harvard Business Review November-December 2017

Some more VUCA to consider

Adding to VUCA: Leadership skills Gap

• Jobs are getting bigger (More VUCA)

• Supply of qualified talent is shrinking

• Results in younger people getting placed in

positions with greater responsibility and complexity

earlier than in the past than their predecessors

• Standard and Poors’ 500 – average age for starting

CEO role has fallen since 2010

• Not getting enough time on the job to develop more

complex skills than predecessors

• Previous experience may not provide necessary

insight into the future

• VUCA will place leaders in situations that could

challenge their current capabilities

From: Becoming an Agile Leader, Victoria Swisher, 2012

Top 10 required skills

In 2020

1. Complex problem solving

2. Critical thinking

3. Creativity

4. People management

5. Coordinating with others

6. Emotional intelligence

7. Judgement and decision making

8. Service orientation

9. Negotiation

10. Cognitive flexibility

In 2015

1. Complex problem solving

2. Coordinating with others

3. People management

4. Critical thinking

5. Negotiation

6. Quality control

7. Service orientation

8. Judgement and decision making

9. Active listening

10. Creativity

Source: Future of Jobs Report, World Economic Forum

Skills and Tools for Me and My Team

Survival tools for me and my teams: Learning Agility Tools

Adapted from the Original by Pat Reed, 2016

Share and Explain – Teaching Agility, Knowledge Creation, Knowledge Networking, Organisation Capability Building, Creating

Learning Organisations, Feynman Technique

Explore Alternatives – Design Storming & Thinking; Innovation Games; Strategic Agility. Strategy Maps; Impact Maps, 5 Whys; Mind maps;

OODA Loops; Canvases & Story Boards & Maps, Assessing Opportunities, Developing & Testing, Hypotheses, Metrics that Matter: Baselining &

Benchmarking, Thin Slices; MVP, Managing Dilemmas & Paradoxes with Polarity Management, Decision Grid.

Evaluate the learning – Learning Agility, Let Learning Lead, Appreciative Inquiry, Fierce Conversations, Empirical Data Driven Learning,

Patterns, Reflections and Retrospectives, Self Renewing Cycle of Growth, Capability Building, Innovation, Celebration Grid

Awareness – Visioning Agility; Empathy Maps, Focus & Clarity: A3’s & Personal Kanban, Lean Project Chartering; Eliminate Blind spots:

Mental Models, NLP; Sense Making; Cynefin; Canvases, Expanding Awareness & Context: Envisioning, Value Modelling and Mapping; Value

Stream Mapping, Adopting Agile Mindset and Breaking Paradigms, Visual Tools, Transparency & Information Radiators, Assessments & Alternate

Perspectives.

Implement via Experiments – Execution Agility; Putting People First, Complex Problem-Solving, Rapid Decision-Making, Building High

Performing Teams, Business Process Re-engineering, Experimenting, Value Based Prioritisation, Project, Program, Product & Portfolio Mgmt.,

Operational Excellence, Creating a Learning Organisation, Fearless Follow-thru & Closure.

Skills and Tools for my Organisations

Survival tools for my organisation

The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth – October 17, 2017 by Eric Ries

Phase one: Critical Mass Phase two: Scaling Up Phase three: Deep Systems

Team Level Start small, figure out what works and

doesn’t for our company, touch a variety of

divisions/ functions/ regions

Scale up the number of teams, build

programs and accelerators as needed.

Include all divisions/ functions/ regions.

This is “the way we work”, tools and training

widely available to all kinds of teams. Not

limited to high-uncertainty projects

Division Level Enlist a small number of senior leaders as

“champions” to make exceptions to

company policies as needed

Train all senior leaders, even those who are

not directly responsible for innovation, so

they have literacy in the new way.

Establish Growth boards, innovation

accounting, and strict accountability for all

senior leaders to allocate resources to

change

Enterprise Level Get agreement with the most senior leaders

about what success looks like (cycle time,

morale, productivity). Focus on leading

indicators. Establish criteria to move to

Phase two. As word of successes starts to

spread throughout the organisation, recruit

early adopters at all levels

Build a transformation organisation with

heft. Develop coaches, a company-specific

playbook, new finance and accountability

tools like growth boards

Tackle the hardest deep systems of the

company: compensation and promotion,

finance, resource allocation, supply chain,

legal.

Overall Goal Build critical mass to get senior leadership

bought into rolling this out company-wide.

Translate the Startup Way into company-

specific culture

Build organisational clout to have the

political capital necessary to tackle the

thorny issues of Phase three

Build an organisational capability for

continuous transformation