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.

Situation

I was helping an organisation adopt agile ways of working across six teams. We had started well. We had a shared vision for the change and everyone felt excited. We held a series of workshops to upskill everyone and had kicked off strongly.

The teams were full of highly skilled people who knew each other well and had worked together for years. They had been granted plenty of autonomy, were all highly committed and knew the area they were working in very well.

As we progressed, I kept getting a feeling that something wasn’t right. I drive home each day feeling something was wrong, but I couldn’t put my finger on what. I didn’t know the area of the business nearly as well as they did, but my gut feeling was that they should be getting through much more work than they were.

While reflecting on this I suddenly realised what I needed – transparency. Without transparency, I didn’t really know what is going on.

Creating Transparency

I decided to set up a small experiment. The CEO had made it clear that this project was the number one priority of the entire company, therefore all people working on this were dedicated to it full-time. I decided to test this.

Rather than dig into the details of what everyone was working on (micro-management), I asked them to help me create transparency about where their time was being spent. To do this, I set up a simple board where each day (at our Daily Scrum) each person recorded a green tick if they were doing the 7 hours they were supposed to, or a red cross if it was less than this.

What I saw shocked me. Everyone was red crosses!

As we worked through this, we found something significant - most people were only spending one hour a day on the project.

Despite this being the most important project of the organisation, structured to deliver the most important work first in iterations, the teams were actually working on all sorts of other things!

I remained curious and asked lots of questions. One team member shared an email that read something like this:

No transparencyIt turned out this was happening everywhere. There were literally thousands of invisible undercurrents running all the way through the organisation based on whatever work well-meaning managers were trying to get done. They had no transparency of what was actually going on.

Using The Power of Transparency

This organisation had a hierarchical culture, where success was measured by people doing what managers asked them to do. Well-meaning managers were trying to get their accountabilities delivered, but were creating a nightmare of bottlenecks, delays and dependencies across teams.

I bought the discovery to the Product Owner, who was also a senior manager with a lot of influence in the organisation. He too was shocked yet also thrilled with what we had discovered.

We designed an all-hands meeting where we shared the problem. He then empowered all the teams by asking them to say no to any work that wasn’t part of their current Sprint or was a genuine emergency that had been agreed by the Product Owner. All other incoming work to go to the relevant Product Owners to be ordered on their respective Product Backlogs.

The next Sprint productivity went through the roof. Teams were much more focused and happier. They started delivering significantly better-quality outcomes more frequently.

Winning with transparency

Breaking difficult habits

Six weeks later we hit another brick wall.

The Teams were struggling to manage the volume of support work coming through. It was impacting their ability to focus on project work. They raised it as something they needed our help with to resolve.

We asked them to estimate how much of their time was being spent on support work. They calculated 25%. When then asked them to calculate their per-Sprint capacity. As an example, one team had 8 people, each dedicated 7 hours a day over the 10-day Sprint. Therefore, their capacity was 8 x 7 x 10 = 560 hours. If 25% of their time was being spent on support work, then this was approximately 140 hours. Each team then set aside this amount of time for unpredictable incoming support work.

But to ensure we maintained transparency, we tracked how we were using this time. We created a large public whiteboard where we tracked how much of this time was being used, day by day.

What we discovered shocked us again.

After one week (half the Sprint), they had used all of their support allocation! The amount of support work was significantly more than what they had estimated.

Together, we analysed the incoming support work. It turned out that only a fraction of it was genuine support work. The rest was coming from the same managers as before, who were now gaming the system by putting through their work requests as “support work”. We still had the same problem – just in a different format.

Brick wall

Solution: Increasing the Power of Transparency

To resolve this once and for all, we made a decision to make all incoming support work transparent by putting it on the wall. Each day at our Daily Scrum, the teams and Product Owners agreed how much support work versus how much project work they would do each day.

Productivity shot up again.

We then kicked off a broader piece of work to address the root cause of the problem – the portfolio of work the company was trying to get done. We created an organised, structured and transparent portfolio system where all project were prioritised based on the capacity of the available teams. With all the managers involved aligned, everyone could to get their work done and be successful.

Conclusion

Transparency is your friend. It is easy to blame people when we are getting results we don’t expect, but it is usually the system of work that is the root cause. People don’t want to fail.

Leadership is about creating clarity and an environment where people can be successful and high-performing teams can emerge. As leaders, transparency is an important way of achieving this. Without it, it is difficult to know what is truly going on.

I encourage you to consider how your organisation uses the power of transparency. What could you do to improve it?

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 that are happening.

Attempts to solve the problems, even when acting with the best intentions can end up having the opposite effect, leaving the person feeling worse. One of the most valuable things you can do as an individual is to counterbalance that negativity. First, we need to understand how the negativity is created and sustained before we can break out of it.

A few years ago, one of the teams at my company was struggling to keep up with the delivery of their project, with tight deadlines to be met. the Product Owner, new in the role, was under a lot of stress from the demands of the Account Manager. The Account Manager was adamant in meeting deadlines for the client and was continuously applying pressure to the team. Stuck between the demands of the Account Manager, and the development team not keeping up, the Product Owner felt overwhelmed and spent their days keeping busy with low priority work. They shied away from hard decisions and complaining about the unfairness of their situation to other people at the office.

The situation worsened as time went on, until one of the senior managers became aware of it. After talking to the Product Owner they decided to help out by creating a delivery plan to have more alignment between the Product Owner and Account Manager. And so, Product Owner felt an immediate sense of relief. The intervention of the Senior Manager seemed to have taken off some of the pressure coming from the Account Manager. However, the relief was short-lived and the Product Owner quickly started feeling even more insecure. 

I believe it’s safe to say that we have all found ourselves in situations where we felt trapped and without a way to move forward. In the end, we think of all the reasons and people responsible for our misfortunes. We just hope that someone would finally do something, anything about it. Or maybe you are the one finding yourself having to constantly step in and take over the situation to get to a positive outcome.

Stephen Karpman describes these situations in his Drama Triangle. Let's take a closer look at the various roles at play.

The Drama Triangle

 

 

In our story, the Product Owner falls into the role of the Victim. They feel as though things happening to them are largely out of their control, leaving them feeling helpless and disempowered. They feel trapped and unable to act on their own, avoiding facing the necessary challenges, looking for someone or something to get them out of that situation.

The Account Manager takes on the role of the Persecutor. They are the perceived cause of the Product Owner taking on the Victim Role, and being helplessly trapped in that situation. The word “perceived” is key here. The Victim might view the Persecutor as the source of their hardship and misery, but that doesn't mean it's true. While the Persecutor in our story is a person, this role might also take the form of a specific situation. For example, it might be a co-worker, a boss, a spouse, or a parent. Or it can be a situation like a deadline, the realisation of not meeting your target, financial struggles or even a natural disaster.

The final piece of the Drama Triangle is the Hero role, also called the Rescuer or Saviour. The Hero intervenes on behalf of the Victim in an attempt to save them from the Persecutor, much like our Senior Manager created a delivery plan for the Product Owner. This role of the Hero is tricky because initially, it might not seem like there's anything wrong with stepping in and fixing things. However, the result is that the Hero reinforces the Victim attitude. Their actions underline the helplessness and disempowerment of the Victim and reinforce the perceived persecution.

While the Senior Manager created an initial feeling of relief for the Product Owner, who was grateful for their help. In the end, the Product Owner was left with a deeper feeling of self-doubt and anxiety for the next project. Wondering if someone would need to step in yet again. Like the Persecutor, the Hero can either be a person or a situation, like winning the lottery.

As you can see, all three roles are closely related and keep reinforcing each other. Continuously showing up as a Persecutor reinforces the Victim stance, and a Victim will continue to wait for their Hero. With time, these behaviours create a downward spiral of unhealthy dynamics.

Luckily, it’s possible to break this downward spiral and replace it with a much healthier alternative.

 

The Empowerment Dynamic

 

 

In his book “The Power of TED” David Emerald describes a response to the Drama Triangle called the Empowerment Dynamic, and dives into how we might make the switch to it. As with the Drama Triangle, there are three roles.

In place of the Victim, we have the role of the Creator. A Creator, rather than feeling helpless, realises that they have much more power and possibilities for action. They are able to choose a response to their circumstances and can find a way forward. They are focused on opportunities rather than problems, and are motivated by passion and their enthusiasm about bettering their situation and themselves. For example, our Product Owner might have sought input and collaboration with the Account Manager, or proactively gotten some advice from senior management.

The role of the Persecutor now becomes the Challenger. As a Challenger, the role is about triggering the Creator's ability to make things happen. They might encourage them to learn new skills, make difficult decisions and do what's necessary to get the desired outcome. They surface possibilities for the Creator to grow, like an Account Manager, highlighting risks and communicating needs transparently with the Product Owner.

In the final role, the Hero becomes the Coach. A Coach, instead of fixing or solving things for the Victim, sees people in charge of their own actions and the owners of their outcomes. In addition they facilitate personal progress and offer support by showing pathways, offering perspectives and giving advice. In our story, this is where the Senior Manager could have made a real impact, by providing the Product Owner with the tools and knowledge required to build their own delivery plan.

 

Making the shift to empower your team

Like in the Drama Triangle, all three roles of the Empowerment Dynamic are closely connected and reinforce each other, but they create much healthier dynamics. Luckily, making the shift can be initiated by any of the three roles.

Starting to show up as a Creator will eliminate the perception of a Persecutor by acknowledging opportunities and challenges. This redefines the role of the Hero since there is no one to be rescued. Rather someone in need of support and perspective. As a Challenger, constructively surfacing opportunities and triggering growth will not leave people feeling like powerless Victims needing a Hero. Moving away from Hero behaviour to a supporting coaching approach will empower people to own their own actions and outcomes. Helping them see their perceived Persecutor as an opportunity to grow.

Whichever role you might be playing in a Drama Triangle, shifting to a healthier dynamic starts with a realisation. Only you can change your own thinking and behaviours, and that it needs to be a conscious choice.

If we want to change something about our lives, we need to start thinking and acting differently today. Rather than wait for situations or people to change tomorrow.

Having worked with many different leaders and teams over the years, I’m aware that recognising the detrimental patterns of the Drama Triangle can prove to be difficult while being in the midst of it. It can be even more difficult trying to make the shift to the Empowerment Dynamic without support. At Radically we help leaders and teams recognise harmful dynamics and support the shift of mindset and behaviours, to create an outcome focussed, collaborative culture.

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 product or project) with agile, and from the perspective of scaling this to an entire organisational (Enterprise Agility).

The ROI of Agile Delivery

fast agile

On a project or product level, the ROI on agile is without doubt orders of magnitude greater than traditional methods. There have been a number of studies, the most notable by the University of Maryland, all of which provide extremely compelling evidence.

The University of Maryland study found that agile projects were 20 times more productive, had five times better cost and quality and had a 7 times earlier breakeven point. Furthermore, agile projects had an 11 times greater ROI, 11 times higher NPV, and a 13 times higher ROA when expressed as a percentage.

This research has been backed up by several private studies.  Without doubt, the ROI on agile projects is compelling and an order of magnitude improvement over traditional methods.

The ROI of Enterprise Agility

Naturally, this has led companies to want to scale these benefits beyond single initiatives and reap the organisation-wide benefits. Who wouldn’t want significantly improved breakeven, ROI, time to market, quality and NPV – and the ability to change course as required!

At an organisational level, the ROI becomes harder to measure. This is because Enterprise Agility is about improving the entire system for all future outcomes, not just one specific project. In other words, this is a core infrastructure investment, and these types of investments take many years to pay off.

An investment in Enterprise Agility tends to yield the following benefits:

  • Customer engagement – putting the customer front and centre of our efforts and testing the validity of our assumptions by regularly releasing work and obtaining their feedback.
  • Better solutions - when complex problems are solved by interactive, cross-functional teams, the solutions tend to be more robust and of higher quality. This is because we have taken in many different perspectives on the problem – technical, sales, marketing, quality, commercial, operational, plus we have baked quality in from the outset and tested it every iteration.
  • Culture and engagement - the research on intrinsic motivation is compelling – when teams can shape the work and work in a self-directed way, engagement, creativity and productivity go through the roof.
  • Adaptability – the ability to continually adapt our strategic direction, based on evidence of what we see in front of us. Agile brings transparency and empirical data. We can use this focus on only what is important and limit having too much work in progress, thus creating the ability to pivot.
  • Value - When the above four benefits are combined, we can focus on only delivering what is of value to both the customer and our business. While this seems obvious, what is often overlooked is our ability to cull a significant number of features we assumed customers wanted. Research into feature usage shows customers often only use 25-50% of the features delivered. Imagine if you could cut your investment in features by 50%!
  • Reduced Total Cost of Ownership – TCO accounts for the lifetime cost of the product, including maintenance, enhancement, and support. In many cases, this accounts for 60-90% of TCO, making the development cost looking minimal. By only developing features customers care about, we can repurpose investment into more product places.
  • Market share – combining all the above effectively tends to result in increased market share and eventually market dominance if done well.

Clearly, these are all long-term investments in the infrastructure of our businesses, based on designing it for agility.

ROI on this sort of investment take years to measure, not months. But this doesn’t mean we shouldn’t measure it. On the contrary.

One useful approach for measuring the ROI of Agile is Evidence Based Management (EBM). Many organisations lose sight of the real goal of agile ways of working as they get stuck focusing on improving activities and outputs instead of business outcomes.  Agile is a means to an end, not the end itself! EBM helps prevent this by focusing on the value delivered to the organisation from an investment in agile. This enables organizations to make rational, fact-based decisions, elevating conversations from preferences and opinions to empirical evidence,  logic, and insight.

If you are interested in EBM, please contact me.

Otherwise, you may find the approach and the metrics as a useful way of considering how you are going to measure your Return on Investment in agile.

Good luck!

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 I was busy giving my first ever online speech, I had a realisation: all these backgrounds give a much more intimate view into a person’s life than I would have had a chance to get otherwise. Has this crisis made the workplace more human?

Has the crisis made the workplace more human?

Safe to say that we are all online meeting pros by now. We have trialled what feels like a hundred different tools, we’ve optimised our home office set up as much as possible and we have all had our funny and embarrassing moments. I’ve seen children needing attention and curiously eyeing the camera while the person was trying to talk about a roadmap, pets “helping” with the meeting or hidden significant others who bring their loved ones a cup of tea or coffee while they whisper “Thank you” to the left of the screen. I have even seen people’s partners or roommates in their undies, squeezing past them, believing that they are out of the angle of the camera. In a weird way, these glimpses into a person’s private life, their home or even just of their weird favourite coffee mug, have made me see them in a different light. Even if I only see them on a screen, I have learned a little more about who they are (or might be) outside of work.

In his book “Reinventing Organisations”, Frederic Laloux talks about the concept of wholeness — bringing your whole self to work. Traditionally, the idea of bringing your whole self to work was not embraced by organisations. In an attempt to show up professionally, people have created a version of themselves, or a mask for themselves, that they wear to work. All other parts, that don’t fit in this professional image, were left at home, especially the part that shows vulnerability.

Now, while Laloux takes this concept as far as a spiritual level, the very unspiritual COVID-19 global crisis has forced many of us to be vulnerable and open with their co-workers and managers about challenges they currently face. With lockdowns in place, children at home or helping out others or the community, many of us have to juggle a busy ‘bubble’ life with working from home and getting stuff done. Uncertainty about the world after, job security or worries about the health of loved ones and friends are piling on the pressure. We simply don’t have a choice to not bring our whole selves to work anymore, because work-life and life outside work have started to blend.

However dramatic this sounds, finally, I have experienced a workplace where it is ok to log off at five to cook dinner for hungry children, where it is supported to go grocery shopping for the elderly parent to help them out and check in on them. People are encouraged to share their feelings, be vulnerable and ask for help. In fact, many meetings I attended over the past three weeks have started off with a check-in round to give everyone a chance to share what’s going on for them. And while I wish it would not have taken a pandemic to get to this point, I hope that we can learn from this experience. That, in a post-COVID-19 world, however it may look, we can continue to strengthen the human connection we forged during this time of crisis — over VC no less! — and bring our whole selves to work.

(Photo by Andy Orin on Unsplash)

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 a team-centered approach to problem solving.

Culture, HR, intrinsic motivation & emotional EQ are converging with agile, servant leadership, the growth mindset & customer empathy to fundamentally reshape what it means to be a modern organisation.

The winners in the current climate are not just embracing modern technology; they are fundamentally redeveloping their core DNA in order to detect new opportunities. And this change is increasingly being led as a culture-first initiative.

Much of the work we are currently doing is less about responding to a particular crisis, rather it is more focused on creating new capabilities to enable our clients to continually adapt and respond to almost any situation. We call this agility. In practical terms, what does this involve?

From years of working at the coal face of adopting agile ways of working, we have learned that a holistic approach radically increases your chances of success. We therefore approach it as two interrelated pieces – Business Design and Transformation, with the overlap, validation, playing a vital role in road-testing the change.

Business Design

Business Design is about designing the business to help it best achieve its strategy. It is vital, yet in our experience many organisations skip this and leap straight into “implementing agile”. The result is a transformation with no real substance, no compelling call to action, no North Star. And firms wonder why so many transformations fail!

At Radically we take a very pragmatic view:

  • First, understand the core strategy. What space does the firm play in? What unique combination of drivers enable it to win in this space?
  • Design an Operating Model that will enable this strategy, empowering and aligning all the key business functions towards the same outcome.
  • Get explicitly clear on the target culture required to achieve this. What does it look and feel like? What will leaders do to role model this? How do we reward and recognise people demonstrating the desired behaviours?
  • Review and align the Organisational Structure to support the above. If our Operating Model is strongly agile based, then a different org structure is often required. What does this look like and what changes are required to get there?
  • Ways of Working – clearly design how we will approach our work. What work should be approached with an agile model? What work should be delivered by a traditional model? How will these interact? Who will do what? How will we measure success of this?
  • Funding & Governance – an agile enterprise tends to adopt an experimental mindset, delivering quick iterations of value that can be quickly tested with customers, resulting in continual course correction. Traditional funding and governance models tends to focus on adherence to a fixed plan. So how should a more modern funding and governance model work?
  • Leadership – given the above, what should our approach to leadership look like? How will we live the values as behaviours each and every day?

Sadly, most agile transformations we have seen in New Zealand completely fail to consider these fundamental building blocks. Instead, they tend to take an “agile practitioner” approach, focusing on frameworks, methodologies and processes. In our experience, these firms are unlikely to achieve their desired business outcomes.

Transformation

Transformation is the art of moving the business to the new model.

This is when the ‘people aspect’ of change truly kicks in. If you think about what we are actually transforming, it is people and people are the trickiest part to change; processes and models are relatively easy. The human shift must be designed with a human-centred approach. We find that by taking a leadership and mentoring approach, our job is to guide all levels through the change and build the capability and mindset within the staff to be self-sustaining into the future.

Validation

In our experience, no design is perfect. There is low value in trying to design a perfect design as no such thing exists, and secondly it will change as you implement it through transformation. Transformation validates design, yet transformation without design is folly.

 

Conclusion

In summary, we urge you to take a strategic focus when embracing agility. Are all the pieces of the firm aligned to the same vision, model and approach? Are we all completely clear why we are doing this and what outcomes we want to achieve? If you can’t answer yes to these foundational questions then it is time to re-think what you are doing.

Don’t “go agile”. Instead, design your business for agility, break the cycle of failed transformation and realise the true benefits from your investment.

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 and wellbeing for all New Zealanders. It would also mean we don’t have to trash our environment by trying to extract one-off value from the environment and could create a fairer society, based on social justice, liveable communities and high levels of education.

All very inspiring, lofty stuff, right? Yes – but it is also important stuff. In this post I aim to outline why Radically has chosen this problem as the thing to set our sights on.

Sir Paul Callaghan’s watershed presentation Sustainable economic growth for New Zealand brought an incredible amount of truth to table for many New Zealanders. “We are poor because we choose to be poor” remains etched in my mind for eternity.

Sir Paul brought up some painful myths we tout in NZ – “great place to live”, “relaxed lifestyle”, “clean and green”. The truth is actually quite the opposite.

NZ has some of the worst statistics in world relating to families. We are the bottom of the heap (or close to it) in child poverty, teen suicide, jobless households, environmental awareness, teenage birth rate, inequity in education, inclusive economy, and child murder. But does the lifestyle in New Zealand makes up for that? No, unfortunately it doesn’t. We are the second hardest working country in the OECD, yet the lowest in terms of productivity. The lifestyle isn’t so relaxed after all.

But we are so clean, green and 100% pure! We know this is not true to the point where it has become a bit of an embarrassment. With the 2017 OECD report finding NZ is reaching its ecological limits, we can no longer stake this claim. We simply can’t continue to haul money out of the ground (milk, meat and forestry). It is what Sir Paul labelled egregious hypocrisy.

But this data is from 2011. Things have gotten a lot better since. Sadly, no. Most of our economic growth has simply come from adding more people.

So what’s going on? Our education system is as good as anyone’s in the world. We are a stable economy with all the right basics. Why have we continued to slide?

The answer is relatively simple: we choose to engage is low wage activities.

In 2011 our per capita GDP was $40k/year. To maintain that, we need about $120,000 per job. On average, tourism earns us $80,000 a job. That drags the average down. The wine industry drags it down too – $90,000 a job. If it is wasn’t for dairy farming, NZ would be extremely poor.

And therein lies our paradox: how do we increase our GDP AND be more sustainable when so much of our success is based on an industry that is pushing the limits of our environment?

The NZ Productivity Commission did some great work to try an answer this question. Their key findings are available to all in glorious detail, but the key aspects are:

  1. Our physical distance from key markets
  2. New Zealand’s low R&D investment
  3. How we use information and communication technology
  4. Our managerial practices – i.e. how our companies are run.

It is a significant issue. The empirical studies show that these factors combined account for 17 – 22 percentage points of the 27 % productivity gap.

But there are two key points that stand out for us.

Firstly, there are significant gains available to us by lifting our investment in ICT (as a key driver of innovation). However, “in order to maximise the return on this, our firms must adopt business practices that better exploit the new technology”.

In other words, there is no point in blindly investing in technology without understanding how to exploit it. Practices such as Agile, Lean and Design Thinking help test and validate assumptions and risks early, leading to higher tangle ROI.

But practices alone are not enough. Agility and customer-centricity are more a mindset than a set of processes and methods. As the 11th VersionOne Annual State of Agile Report shows, the top 7 challenges in adopting these practices are all about the organisation and its leadership.

This aligns with our experience. Unless transformation is aligned to organisational strategy, and is led and modelled from the top, its chances of success are low. In order to thrive, organisations need to find better ways to lift their game to increase productivity to more competitive with what they currently have.

The second finding is curious: poorly managed firms survive better in NZ than in high-productivity countries (such as the US). While this isn’t a surprise, it is alarming. In a globalised marketplace, NZ firms have gotten away with complacency only because of low levels of competition. In other words, sleepy old NZ is wide-open for disruption. We need to lift the capability within organisations, as well as those of our leaders and our managers. Leadership and management is drastically different in this day and age, and most organisations have under-invested in the right kind of capability uplift.

You can see this happening now. Companies from highly competitive marketplaces (such as the US or China) decide to expand into NZ sending shockwaves throughout our local companies. Just look the pressure in the retail sector right now with the arrival of Amazon. Media has been experiencing it too – just look at Sky TV’s recent challenges after it’s bid to join forces with Vodafone was rejected.

Yet all of this was predictable and predicted. In 2015 I presented Deloitte’s Digital Disruption Map to a range of clients across NZ in exactly these industries, as well as at various conferences, suggesting this was coming and that organisations needed to become more adaptable in order to respond. I suggested developing a capability in organisational agility – what I refer to as “the ability to change course without penalty”. Yet here we are…

And Accenture recently released a major study showing nearly two-thirds of large companies face high levels of industry disruption, and 44% are highly susceptible to disruption.  And Accenture’s report mirrored findings of the Deloitte report – “disruption is continual and inevitable – but it’s also predictable”.

From the report – “incumbents need to radically transform the core business while scaling new businesses. But pivot too quickly, and they will likely stretch themselves too thin financially; pivot too slowly, and they risk becoming obsolete.”

This is why we started Radically. To help organisations leaders transform their organisations to achieve radically better outcomes. Not small, cosmetic changes. The time for that is over. It is time for Radically better outcomes.

Our mission is to help New Zealand organisations thrive and succeed on a global stage. This is what we strive to achieve.

This is our mission.