Many self-managing teams struggle to reach a truly high-performing state. When an organisation moves to a self-management model, a key service centralised management traditionally played – giving feedback – is often ignored, leaving teams struggling to truly grow. In this article, we share how to[…]
Feedback is a critical part of building an adaptive organisation. While people have talked about how to give effective feedback, little has been said on how to receive feedback. In the early years of Radically, we tried to build a strong feedback culture, and frankly, we[…]
I recently spoke with a diverse group of small-medium business owners about how to apply agile in business. The audience was both big and small firms from almost every business sector conceivable, from manufacturing to construction, media, health care, real estate right through to a[…]
Transparency is critical for agility, but often the power of transparency is challenged by long-hold cultural norms. This article shares examples of the power of transparency and how it can be used to create breakthroughs in performance.
You probably don’t have to look very far to find people facing problems in their personal life or at work. They find themselves in a challenging situation and struggle to find a way out. Often times they are too focussed on all the negative things[…]
We have all been in meetings that don’t seem to have any purpose. You attend because you were invited and felt you should go but find the purpose of the meeting isn’t clear and the meeting itself doesn’t create any meaningful outcomes. Sound familiar? The[…]
Many organisations have adopted agile but how many ask the obvious question: What is the ROI on our investment in Agile and how will we measure it? There are two ways I’d like to explore this topic: from the perspective of delivering an initiative (a[…]
I recently attended a zoom meeting with my Toastmasters club — yup, online speeches and all — which was pretty fantastic. Some of us were sitting in their kitchen, some of us in their bedroom, someone outside with an amazing view in the background. While[…]
Nobody really saw COVID-19 coming. Most people thought it would be similar to previous virus outbreaks and peter out without any meaningful impact on our daily lives. As the situation unfolded, we struggled to fully grasp the exponential nature of it.
I love travelling and visiting different countries. Being born in Singapore, I am always fascinated when I travel back to visit family and friends at how much the country has changed and evolved in just a short period of time.
One of the real highlights of 2019 for me was launch the Agile Leadership Collective. The ALC has been an ambition of mine for many years and it was an honour to be able to draw together business leaders in one space to support one[…]
Forward thinking firms are realising that in order to thrive in a world of uncertainty they need to fundamentally rethink themselves beyond the tactical “doing” mindset (processes, frameworks and methodologies), to an adaptive mindset, based on a culture of collaboration and and a team-centered approach to problem solving. Culture, HR, …
Vodafone has accelerated their digital journey through the adoption of agile ways of working. In parallel, other parts of the business started to look at Agile to leverage new ways of working outside of IT with a firm focus on how to better win in the market, and better deliver strategic …
Throughout my career I have helped many leaders adapt their style to one that better supports teams reach a high-performing state. Across a wide range of different industries the patterns of high-performing teams, and how leaders help shape them, have some striking consistencies.
Many organisations are embracing agile ways of working in an attempt to build faster, more customer-focused and resilient organisations. They are redesigning themselves to create a culture where decision making is transitioned away from middle management towards those working with customers at the coal face. Ultimately, they seek engagement in order …
The NZ Productivity Paradox is one of the issues of our time. Our nation is poorer than it should be despite growth-friendly structural policy settings. We should generate GDP per capita 20% above the OECD average, but we actually generate more than 20% below average. Closing this gap would dramatically lift incomes …
“Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want …
