With this principle, we propose that organizational change should be addressed in an agile way, through small continuous experimental adaptations. By leveraging “the adjacent possible" and the predispositions of the organization — small changes that people propose themselves — we reduce the risks and side-effects of change.
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.
What COVID-19 has to do with the Viennese plague in the 18th century, what parallels we can draw between entrepreneurial and personal crisis management, what role agility plays in this and why it pays off to have a lot of Augustins with bagpipes.
