Leading Remotely: Webinar

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Our theme for April was Leading Remotely, where we teamed up with our trusted partner, Geoff Watts from Inspect & Adapt, who kicked off the month with a video interview. Geoff is the UK’s leading ORGANIC agility® leadership coach. In his interview, he shares his observations on how organisations have been impacted by COVID-19 and particularly how leadership has been affected by the shift to remote work. He also gives advice about what to focus on to better lead remotely.

In the second part of our "Leading Remotely" theme, ORGANIC agility® leadership coach Andrea Tomasini shares his insights of the effect the COVID-19 pandemic has had on organisations, addressing why some companies have fared better. He also gives tips on how leaders can increase effectiveness when working remotely whilst finding ways to reduce stress levels amongst employees.

To sum all of this up, we hosted a webinar on the 22 of April, which recapped the month and the general discussions, both on social media and also in our Community. Both Andrea and Geoff shared their thinking live, and the amount of people that joined us was fantastic. 

Since the topic is very broad, we chose to have a poll in the beginning of the session, to see where we should start the conversation. The options were: 

  • Trust
  • Well-being when working/leading remotely
  • Practices

The majority of people wanted us to talk about “Well-being when working/leading remotely” and that became the natural starting point of the discussion. However the conversation did cover all three points, as they do go hand in hand. 

Leading remotely is a big topic, and our audience contributed with both good questions, as well as sharing their own valuable thinking and ideas on how they tackled this situation. The webinar was hosted more as a discussion this time around, and the engagement was great! 

If you missed out on the live session, don’t panic! We have the recording for you here to share around with your network. 

For any questions, you are always welcome to contact us!
Hope to see you again next month, for a new theme and new discussions! 

50 Ways to Wreck Collaboration and What to do About it

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What do chickens, defensiveness and collaboration have in common? I think that was a question which certainly peaked our audiences interest. Our latest webinar on “50 Ways to Wreck Collaboration and What to do About it” was a great success. Regina Martins, Mariet Visser and myself, were so pleased to see so many join the session!

As you heard in the last webinar of this series, collaboration is not a team sport - initially! Effective collaboration is key to building strong relationships & navigating the working landscape. Let’s recap what collaboration is. Regina referenced researchers' Vreede, Briggs & Kolfschoten (2008) definition of collaboration as “collaboration is making joint effort towards a goal”. It sounds simple but it is deceptively so. In reality it is not so easy to get right.

Regina explains in her blogpost why she believes collaboration isn't just a learned skill, instead it requires an intimate knowledge of our own defensive behaviours. By being self-aware we can recognise when our behaviour is creating blockers to forming collaborative relationships. During her presentation, she tapped into 50 of these defensive behaviours. Regina ran a poll with the audience on some of these behaviours and it was interesting to learn which of these behaviours were the most common:

  • withdraw into deathly silence
  • sarcasm
  • high charge of energy in the body
  • fast breathing/heatbeat
  • wanting the last word

I think many of us can certainly relate to these.

As a guest in this webinar, Mariet delved into techniques & tips to improve collaboration. She mentions that collaboration is a skill we constantly need to work at and is something which evolves over time. As our context and the people with whom we work shifts, so does how we collaborate.

Our way of working together is not constant and is heavily influenced by our surroundings. For many of us over the past year, our surroundings have shifted from mostly in-person collaboration settings, to having to collaborate virtually. This has subsequently changed how many of our teams operate. - Mariet Visser

It is important to have a good collaborative environment, but how do we create one? Now more than ever before, Mariet thinks it comes down to being really explicit about how important collaboration is to the organization and to the team. These suggestions could act as a good starting point in creating a sound collaborative environment:

  • By creating transparency around what we do and what we want to achieve.
  • Having a shared vision, a shared goal, and collectively planning and executing the work that needs to happen in line with that goal.
  • Co-creating a working agreement with the team.
  • Frequently reflecting with the team on how we're working together to allow for continuous improvement.
  • Pairing on work where possible - this adds perspective & diversity.

You can read more tips and tricks from the blogpost & video of Mariet published prior to the webinar.

We shared some useful links with you during the live session, and I would like to share them again with you here in this post. Let’s start with our upcoming and past webinars, which you can find here on our website. Feel free to share around the recordings with friends/colleagues who missed the live sessions with us. 

We also mentioned our ICAgile Team Facilitation Certification (ICP-ATF) training designed to equip you with the necessary skills to create environments of high collaboration, passionate engagement, and where self-organization thrives. Mariet will be running the next remote training in May - we hope to see you there!

ICAgile Team Facilitation Certification

 

Stay up to date with all things Agile by following us on LinkedIn and subscribing to our monthly newsletter (scroll to bottom of page to sign up). As mentioned during the webinar, we’re launching our free agile42 Community! Join over a thousand agilists from around the world with a huge diversity of experiences, backgrounds and culture. Expand your toolbox within this unique, remote learning community.

If you missed the live session, don't panic! The recording is available online.
Feel free to watch it again and share with your network. It is also available on YouTube.

 

Below you will find the slides. Please also feel free to share around.

We hope you enjoyed the session and that we see you in our upcoming webinars. If you have any questions at all, feel free to contact us at any time!

Validating Change in Small Increments

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A couple of weeks ago, on Feb 17th, I held a webinar on ORGANIC agility Principle #4: Validating Change in Small Increments. As you may know, ORGANIC agility is our meta-process or framework that you can apply to any organization in order to make it more self-organizing, agile and resilient. Principle #4 is the key component concerned with how to design and run experiments in a structured and directional manner.

This webinar was one of the last in our ongoing series on how to naturally transform an organization into something that is more flexible and resilient, however you can look forward to at least one more webinar touching on Principle #5 — more about that later.

Many organizations try to take a “fail-safe” approach to change, by e.g. buying a big model from a consulting agency, marketing the concept internally, and setting milestones. There’s so much money, ego and expectations attached that the change project will simply not be allowed to fail. The outcome can be summed up as the operation was a success although the patient died. The organization becomes agile-in-name-only, the change project is celebrated as a good investment, and would everyone please shut up, you are now agile, just sort it out and do it.

With this 4th principle, we propose that organizational change should be addressed in an agile way. We create transparency, then inspect and adapt our way by the use of small safe-to-fail experiments — small changes that people propose themselves. We reduce the risks and side-effects by leveraging something called “the adjacent possible" and the predispositions of the organization.

This allows the organization to:
  • Work strategically. Set a strategic goal and nudge the organization in the right direction slowly but surely, choosing known interventions as well as more experimental ones.
  • Remove the burden and risk of maintaining several co-existing systems of work for long periods of time. Small changes are easily understood, quickly piloted and rapidly integrated, minimizing the uncertainty, confusion and loss of effectiveness inherent in change.
  • Anchor results in the organization, as champions ask for volunteers to help define and run the experiments. By involving everyone and asking people to pull improvement work, we get more perspectives, ideas and options. We also get more certainty about the applicability of the results, and a wider acceptance throughout the organization.
  • Increase transparency. Everyone hates it when an organizational change program is unexpectedly announced by top management. By having a common strategic goal and a public list of ongoing experiments, everyone — including leaders — can see what is happening and facilitate work in that direction.
  • Base the improvements on organizational reality. We validate assumptions and hypotheses in a safe-to-fail environment, by running small, quick and inexpensive experiments. We can quickly react to emergent patterns and either reinforce or dampen them.
  • Gain a deeper understanding of the organization by studying repeating emergent patterns. The conditions that led a group of volunteers to achieve success in an experiment can be replicated to catalyse change in other parts of the organization.

During the webinar, we explored the concepts behind this principle and looked at some practical tools for managing organizational change in an agile way, including the Agile Strategy Map as well as Dave Snowden’s Safe-To-Fail Experiment canvas.

If you would like to go into more detail with us regarding these topics, please get in touch with us to schedule a call. We also suggest you join our agile42 Community to stay in touch and receive helpful and interesting insights from the agile42 team.

You are also welcome to have a look at our book ORGANIC agility Foundations: Leadership and Organization

If you missed the live session, don't panic! The recording is available online.
Feel free to watch it again and share with your network. It is also available on YouTube.

 

Below you will find the slides, with some further content. Please also feel free to share the slides around.

It was great to have you join our webinar, and see you at the next ones :)

Focus on Value Creation

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Find out what your customers actually need and how to get it to them

Our coach Lasse Ziegler, continued on our ORGANIC agility webinar series by addressing Principle #3 - “Focus on Value Creation”. A successful organization must be good at delivering value to its customers. There are two sides to this equation.

Photo by Annie Spratt on Unsplash

Firstly, the organization needs to understand what value is. This is related to market dynamics and the identification of the target groups associated with a specific market segment. Identifying what is valuable to a target group is a process that requires validation, not an assumption to be made on the fly or within the organization's own echo chambers. So, what is value? And what do the customers describe as valuable? These are questions we need to ask ourselves as a company that wants to provide value to our customers. We can not assume that value to us means the same to the client. 

Secondly, the organization needs to understand how to create value more effectively. Under high levels of uncertainty and volatility, the concept of value can shift significantly within a short timeframe. This is why delivering effectively and establishing fast feedback loops between the market and the organization is of vital importance.

Whilst Lasse was going through the topics, he briefly touched on some of the tools we use for discovering the value stream as well as how you can design an organization to deliver on a value stream. The ORGANIC agility Portfolio System Design is a package that aims at creating/designing a streamlined approach to value delivery. Both tools, Value Stream Discovery and the Competence Mapping, were presented during the webinar. 

If you would like to take a closer look at the tools, please visit our website, or get in touch with us to schedule a call to discover more together! We are keen to explore how you can work towards creating better value for your customers. 

Join our agile42 Community to stay in touch and receive helpful and interesting insights from the agile42 team.

To learn more about the topics touched in this webinar, and to get a more in-depth insight into ORGANIC agility®, we recommend attending the ORGANIC agility Foundations valid for CAL E + CAL T + CAL O training with us remotely!

For those that joined our series of webinars for the first time, we strongly recommend viewing the recordings from our past webinars if you want to get up to speed for the next sessions. Upcoming and past ORGANIC agility webinars are listed here, along with other recordings on Agile and Scrum topics, so feel free to take a look!

 

You are also welcome to have a look at our book ORGANIC agility Foundations: Leadership and Organization!

The recording is available online. Feel free to watch it again and share with your network. It is also available on YouTube.

 

Below you will find the slides, with some further content. Please also feel free to share the slides around.

It was great to have you join our webinar, and see you at the next ones :)

A decision making approach for resilience

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Decision-making is an essential process in every organization and can be used as a proxy for the level of resilience and agility. There aren't any right or wrong ways to decide and there are trade-offs involved in each approach.

For example, centralized decision-making processes lead to more coherent decisions at the cost of longer information flows and synchronization delays. If decisions are distributed and frequent, the organization might instead be more autonomous and responsive at the cost of process coherence. In both cases the downsides can be partially offset, e.g. by deploying information systems or by increasing the cultural coherence.

In our latest webinar on November 16th, called “A decision making approach for resilience”, continuing the series on ORGANIC agility topics, we explored Principle #2 and how to use a common and transparent framework for decision-making processes which adapts to each specific context.

Using the Cynefin framework as a guide, we have created a specialized approach to decision-making based on the Cynefin domains, separating out two processes, which are both critical for resilience:

  • Situational analysis: this is how the people making the decision perceive the context in which the decision needs to be made.
  • Decision-making: how the actual decision-making is carried out, based on the situational analysis.

Both parts of the decision-making process are critical for resilience. In order to quickly recover from failure and adapt to changing circumstances, the organization must have the ability to manage the trade-off between speed, risk, and anticipated consequences.

We explored how a situational analysis can be done, through both individual and group sense-making, and we provided an overview of possible decision-making based on context:

  • When the problem at hand is self-evident and doesn’t require specific knowledge or expertise, the organization must have defined policies, processes or tools in place, so that every employee knows when such constraints apply, either because they are common sense or because they are explicitly taught as part of the organization's on-boarding process. The way to improve decision making in this context is to hold regular reviews of those policies and see if small changes can improve the quality of decisions. 
  • When some sort of expertise or analysis is necessary to make a decision, then the approach to decision making is to identify the experts in the specific domain, allow them to provide options (vetted through peer review) and then decide based on those options. To improve decision quality, multiple experts can collaborate, facilitated by a non-expert who can introduce naive questions, avoiding the risk of analysis paralysis and a limited expert point of view. If the experts cannot decide between multiple coherent options within a reasonable amount of time, we might follow into the next scenario.
  • When it is impossible to analyze a situation given the high level of volatility and uncertainty, then the approach to decision making is to run multiple parallel probes, in the hope that certain patterns will emerge that will help decision making. Under such conditions expertise doesn’t play a role, and in fact can hinder if experts cannot see beyond the scope of their expertise, and instead of exploring potential patterns they see every new input through their pre-existing mental models (to an expert in hammers every problem will be a nail).
  • When in a true crisis, it is impossible to analyze the situation, because the volatility is so high that even experimentation won’t help. The only way to proceed is to make decisions with authority as fast as possible. A bad decision is better than no decision at all, as it will create some constraints that will allow patterns to emerge in the system. We recognize such situations as chaotic and very energy-draining, but the presence of constraints and creation of coherence will allow us to move back into a context where experimentation is possible.

Last we discussed how organizational Archetypes can influence the way these decision making patterns are implemented in practice.

 

If you want to know more, you are welcome to join one of our upcoming trainings ORGANIC agility Foundation valid for Certified Agile Leadership - Essentials, Teams & Organizations

  • 08 - 11 February 2021
  • 06 - 09 April 2021
  • There is a BLACK FRIDAY discount valid until 27.11.2020

 

 

You are also welcome to have a look at our book ORGANIC agility Foundations: Leadership and Organization!

 

 

The recording is available online. Feel free to watch it again and share with your network. It is also available on YouTube.

 

Below you will find the slides, with some further content. Please also feel free to share the slides around.

 

Connect with us on social media, to stay updated with blogs, webinars, training and other events which support your learning journey :) We hope to see you in the webinar regarding Principle #3 in January. 

From here you can check out post and upcoming webinars! The list is updated frequently.

 

Have a great week everyone!

Growing as a Scrum Master and Beyond

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Last Wednesday, the 11th of November, we ran our webinar "Growing as a Scrum Master and Beyond"! This topic clearly resonated with many, as we set a new record number of participants. We spotted familiar names who have been following us over the years, and many new names we hope to see again. It makes us happy to see our webinar network growing! 

We had the great honour of welcoming two guests on this webinar, Jelena Vucinic and Bob Stomp, who joined our CSP-SM training this fall. Together with agile42 trainers & coaches, Giuseppe De Simone and Niels Verdonk, we hope they provided you with the content you were after. 

As the coaches mentioned early on in the webinar, being a Scrum Master in a company is much more than just attending a 2-day training to get certified. Whilst your role is to primarily coach the team, it is also to teach, give advice, be a mentor and role model of the Agile and Scrum values and principles. This is not always an easy task. The knowledge and skills you need as a Scrum Master will grow through education, perhaps some additional coaching and most of all the experience and support of other Scrum Masters in your organization and network. 

As Jelena mentioned during the webinar, a typical day for a Scrum Master is not only to facilitate Scrum meetings, however a multitude of other undertakings. You observe the team, prepare for meetings, follow-up action points from meetings, handle impediments, have 1-on-1 meetings with the team members and stakeholders when needed and think about new ways in which you can help your team.

The webinar attendees were particularly interested in the ways you can grow as a Scrum Master, for which there are various paths. You can of course take the training provided on the Scrum Master growth path as visualised in the diagram below. Each training goes deeper into the content of the Scrum Master, and you will gain valuable new skills and learnings to add to your toolbox. The below diagram shows the steps to become a CSP-SM: 

 

We recommended reading The Hitchhikers Guide to Agile Coaching and checking out the post on 5 books we believe every Scrum Master should read.

Other training we offer is the Advanced Team Coaching Course which we recommend for those who already have CSM certification. There is also the ICAgile Team Facilitation Certification to support you as a Scrum Master. Furthermore you could consider coaching from one of our Agile coaches, for example, to grow you or your team of Scrum Masters.

Many of you listening asked us about the whole CSP path, how to grow skills and mindset as well as next steps after CSP-SM certification, and we feel that depends on what skills you wish to deepen. Below you can see examples of next steps, and our Mentoring programme can assist you on these paths. Mentoring is a long term commitment both from your side and the Mentors side, and this is a great opportunity to meet like-minded people, and to grow and learn together. 

If you would like to explore next steps on your individual growth path and/or like to enquire about our Mentoring programme after the CSP-SM, please get in touch with us and we would be happy to help.

Our upcoming trainings can be found here - take the next step on your journey with us!

The recording is available online. Feel free to watch it again and share with your network. It is also available on YouTube.

 

Below you will find the slides, with some further content. Please also feel free to share the slides around.

 

Connect with us on social media, to stay updated with blogs, webinars, training and other events which support your learning journey :) 

 

Have a great weekend, and don't forget to check out post and upcoming webinars!

Achieving Flow in Remote Meetings

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Remote meetings can suffer from what we refer to as "traffic jam effects." Maybe someone's internet is dropping, and you keep having to repeat something, or maybe the general pace seems that much slower. These kinds of experiences impact our ability to collaborate remotely.

In our webinar, on the 6th of November, we looked at this problem from a few different angles. We began by looking at some high-level information on the trends of remote work, pre and post COVID. We briefly mentioned our 7 principles for remote facilitation and narrowed in on one, Enable Flow, which was the focus of this webinar. 

Many things can happen in a remote meeting which contribute to the feeling of “stuckness”. For example; technical challenges can interrupt flow as the group waits while information needs to be repeated. Similarly people speaking at the same time or feeling like they can't speak up can create a sense of getting “stuck”. 

If we look outside of meetings to better understand this experience, traffic jams provide a helpful analogy. Sometimes we can see the destination, but progress towards it is painfully slow, and when that happens, it can be super frustrating. It can cause us to feel like getting out of the car and just leaving it there in favour of walking to our destination. Maybe we get frustrated and angry; maybe our chest starts to tighten. It turns out that when we get stuck in remote meetings, our brain might be experiencing some of these same things. 

Our brains are wired to make the experience of closing feedback loops rewarding: it feels good to reach resolutions/achieve “aha” moments. However, if something inhibits us from this closure, the opposite becomes true, frustration, disengagement and fatigue often creep in. 

This is why it's so important to think about enabling flow in remote meetings. And what happens when we get stuck: we want to avoid conditions which lead to disengagement, fatigue, and frustration. We examined the 4 categories of stuckness, and gave some practical methods which can be used to achieve flow in remote meetings. 

Technical 

  1. Agree on a back channel before hand
  2. Co-create visual documentation
  3. Troubleshoot e.g (maybe switching off camera works) 

Ambiguity

  1. Make agenda and session rules visible
  2. Visible instructions
  3. Visually validate outcomes
  4. Root participants in the present

Comprehension

  1. Allow people quiet time to think
  2. Provide participation via writing
  3. Make meeting artifacts visual
  4. Pause and check understanding

Digital fatigue

  1. Make space for breaks
  2. Use energy queues
  3. Consider async

 

Here you can find the slides from the presentation.

The recording is available on YouTube. Please feel free to share around with your network:)

 

In our Remote Facilitation Practitioner training kicking off on the 17th November 2020, we will deep dive into more of the principles for remote design and offer real practices that you can put to use immediately. The training includes practical sessions and feedback to help you improve. We look forward to seeing you there!

 

*Follow this link to view upcoming & past webinars on our website*

Effective Large-Scale Learning

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Last week we shared our Corporate Learning Program with our network in a webinar. It was a great pleasure to welcome Katrin Birrer from JTI (Japan Tobacco International) to the session who shared her insights and experience from collaborating with agile42 on JTI’s Agile Champion program, a learning experience which is being rolled out to 10,000 employees. From agile42’s side, our experts Simon Sablowski and Lothar Fischmann, presented the Corporate Learning Program.

More and more large corporates want and need to embrace agility. Becoming agile starts with achieving a shared understanding of the values, principles, and key practices. The challenge is to provide learning to thousands of employees. Agile is existing in many parts of organisations, but having every person attend a stand-alone training, probably with different providers, comes with some problems. The learning is different, in as many ways as there are providers. It takes time to coordinate the training, along with it potentially being a significant investment. 

We’re finding that corporations are seeking solutions that are more cost-effective than sending individuals to training here and there. The Corporate Learning Program, co-created with the client, is more effective, in many ways. 

In the webinar last week we got to take part in JTI’s story and their experience of working with us on their program. We both learnt a great deal through co-creating the program, and we're very pleased with the outcome. You can hear more about this from the recording. 

 

Picture: An example of JTI's program

 

Our Corporate Learning Program offers large-scale learning by:

  • allowing individuals to familiarise themselves with key concepts at their own pace
  • providing everyone with a coherent learning experience
  • customising the learning journey to your company’s needs
  • blending virtual self-learning (understanding key concepts) with experiential learning (putting things into practice)

 

If this sparks your interest, how should you start?

The first step is to get in touch with us, so that we can gain an understanding of your situation - how big of an organisation you are; what your needs are.

Once we understand the needs, we can start to co-create the Corporate Learning Program to ensure the program is tailor-made for your needs and context.

From the picture below, you can see the next steps that follow when we have a program that is ready for employees to start exploring.

 

 

 

Here you can find the slides from the presentation.

 

The recording is available online. You can watch it again or share it with your network as you see fit. It is also available on YouTube.

 

We hope that you get in touch with us so that we can start to explore your needs!

 

*Follow this link to view upcoming & past webinars on our website*

Cultural Awareness and Coherence (ORGANIC agility Principle #1)

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On October 14, I held a webinar about the first principle of ORGANIC agility. Together with 50+ participants, we explored the importance of culture and various ways of making the culture visible both in theory and practice.

Culture is, briefly, “the way we do things around here”. It is the context of all activities within an organization and sets the norms for what behaviour is acceptable and what is not acceptable. It has a very strong influence on how people behave. And companies that are unaware of their culture, uninterested in what it means, or lacking the right tools, risk ending up with a culture that does not fit their strategy.

Culture also plays a very important role in determining how people react to change. If the culture is incoherent, people will find it difficult to agree on which way to go. They may also react to changes in wildly different ways.

What to do about it? It’s clear that culture is complex and can't be designed. We simply can't draw up an “ideal culture” and then deploy it. What we can do instead is measure what we have, and influence it to create more of a certain type of behaviour, and less of another. By running small safe-to-fail experiments, we can try out different approaches and see what works.

When measuring culture, we can choose from a large number of dimensions, including proactivity/reactivity, subordination, risk appetite, emotionality, masculinity/femininity, conflict resolution, power distance, etc. etc. As it turns out, the two most important dimensions — the ones with the strongest explanatory power — are outwards vs. inwards focus, and flexibility vs. control. They form the basis of the Competing Values Framework.

 

If you want to measure your culture in your organization, you can have a look at our Organizational Scan here.

A company would start by taking a baseline. A month or two of continuous sampling is typical, in order to even out temporary fluctuations. We then run the survey continuously, following the organisational culture in general but also tracking our pilot/experiment teams specifically. What happens over time? If the experiments are giving positive results, we should see the experiment teams migrate slowly in the desired direction.

Leadership styles are going to be particularly relevant to the change process. Subordinates slowly change their behavior to conform to the leadership style that is visible. Having a conscious approach to storytelling and an awareness of ritualized behavior can also support the change and provide some coherence.

 

Below you can find the slides from my presentation.

The recording is available online. You can watch it again or share it with your network as you see fit. It is also available on YouTube.

During the webinar, I referenced an article on organisational culture. I’ve found it valuable because it gives a decent overview of cultural dimensions.

  • Kim S. Cameron and Deborah R. Ettington. The conceptual foundation of organizational culture. Working Paper #544, The University of Michigan, School of Business Administration, Ann Arbor, Michigan, March 1988.

We also mentioned the Cynefin framework by Dave Snowden which underpins the whole ORGANIC agility framework. 

 

On November 16 @ 16:00 CET, my colleague Giuseppe will be continuing the webinar series with Principle #2 on decision making in context. Here is the link to that webinar, and we hope to see you there.

*Follow this link to view upcoming & past webinars on our website*

agile42 meets Swedbank – in a webinar

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As many of you might have seen, agile42, along with our long-standing client, Swedbank, wrote a Success Story about our journey together. Ever since we've been keen to host a webinar on this, to tell the story! We had the honour of inviting Cecilia Kåhrström to join the webinar with us, where she, together with agile42Sweden's, Giuseppe De Simone, walked the audience through the work we did together. 

The journey has been long: some parts of the work with Swedbank began back in 2014. This webinar and the Success Story, specifically focused on the work with Group IT, which started in 2018. A lot has been done together since then, and we are happy to say that we today can call Cecilia and all Group IT leaders and employees, not clients, but friends. 

In the picture below, Cecilia summarized all the activities that supported the achievement of their current level of agility and we are particularly proud of the bubbles on the right. In fact they show the things which Swedbank continued on their own after we left, witnessing the accomplishment of our mission: grow our clients’ capabilities so that they are able to persevere on their path to agility sustainably after we leave.

The discussion between Cecilia and Giuseppe opened up these topics. 

A particular focus was given to one of the most important factors in this Success Story: how the leaders understood early on that agility could not be achieved just by buying and deploying a predefined process. It was amazing to observe how fast they got this clear understanding compared to other leaders we've met that are just looking for a pre-packaged solution. Every organization that is interested in becoming sustainably agile needs to make this journey on their own: you should not worry about reinventing the wheel, because the journey is more important than the goal.

The slides from the webinar can be found here. You are welcome to have a look at them, and for any questions you have, you can turn to us.

This webinar broke our record with questions from the audience. We had more questions than we could answer. From the recording you can hear the answers that we managed to get to live.

If you missed the live webinar, the recording is available here! It is also available on YouTube. Please have a look at it and feel free to share it around with friends and colleagues.

We hope that you enjoyed this Success Story. For any questions, feel free to reach out to us!

*Follow this link to view upcoming & past webinars on our website*