Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability. Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go. The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it. Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)

1. Leadership & Organizational Agility
1
February 2019
Abiodun(Abby) Osoba
AgileME Dubai ChapterMeetup
Hosted by: TheAgileAdvisor Global

2. Leadership & Organizational
Agility
Introduction
2

3. To provide the background, tools, and metrics that help
everyone in anAgile organization understand Leadership &
OrganizationalAgility from anAgile mindset perspective.
To provide the details of successfulAgile practices, an overview ofhow
an agile enterprise operates,
Toprovide a clear vision for your organization to implement agile from
the individual team level to a network of teams, and finally, across the
entire enterprise.
3
Introduction
Purpose

4. Introduction
4
Session Outcomes
Byend of the session, you will be able to understand the
following:
• understand the importance and place or leadership and
organizational agility and how it enables organizations to
deliver value faster and reducewaste.
• understandthe critical role the C-Suite plays in the successof an
agile transformation and
• be prepared to lead your organization to true leadershipand
organizationalagility for market success.

5. Introduction
5
Speaker background
 MBAfor Managers, Rotmans School of Business UofT
 Executive Certificate, Harvard Business School
 Executive Certificate, Massachusetts School of Technology (MIT)
 Worked in acombination of strategic and operational roles for startups and
established businesses suchasCanadaPost,CGI, Bankof Montreal,CIBC, CISCO
 Worked in Director and Senior Consultancyroles acrosssectors
 Adecade long history applying Agile leadership principles
 Nigeria Representative for "The Phoenix Project” A DevOps Business
Simulation
 Executive Director of Agile Practitioners ofNigeria
 Executive and EnterpriseAgility CoachandTrainer

6. Profile
My name is Abiodun Osoba, everyone calls me Abby. I am an Agile Coach and Trainer.
I believe that being Agile is about a state of heart beyond being about a mere state of
mind. It is this heart that makes Transformation happen and evolve until it becomes an
organic interwoven part of a companies culture and employee default behavior. When I
was first exposed to Scrum, I would never have thought I would hold this premise
today. I have spent the last 18 years of my life as a Management Consultant, crossing
industries such as banking, insurance, entertainment, non-profit, utilities, education,
legal, agriculture, pharmaceuticals, and of course IT.
My sweet spot is Organizational Transformation, not just because of my experience in
adapting Agile best practices to an organizations ideal state. Put simply, there is
nothing greater than starting to see all the “arhah” moments happening with teams,
executives and middle management. It tends to be like a domino effect that had once
seemed impossible.

7. Profile
When every training class and Agile presentation and side conversation you have had comes to life and
makes sense to customer. Nothing like it ..it beats ice-cream! Today I run a company called The Agile
Advisor, we offer services that are geared towards individuals, teams, managers, executives and
organizations at large who are ready to embark on their Agile journey. We partner with other groups and
colleagues to help deliver value whenever we can. So here I am today with Scrum being a passion. I am
blessed to go to work everyday pursuing one of my passions. I am blessed to be able to be share it with
others through training, coaching, writing and mentoring. I love to learn from others and share ideas. I
look forward to the collaboration I will experience here within the alliance and out there with many of you
on the field.
Links
www.theagileadvisor.com
www.abbyosoba.com
https:www.facebook.com/abiodunosoba
http://agileplus.io
Certifications
Certified ScrumMaster®
Certified Agile Leader
Certified Scrum Product Owner®
Certified Scrum Professional – ScrumMaster
Certified Scrum Professional - Product Owner

9. LeadershipAgility
Organizational Agility
Agile for Executives
Waysto succeedwith Agile
Framework for Leadership
9
Introduction
Agenda

10. Name
Position
Organization
Favorite Food
1
0
Introduction
DubagilistIntro

11. Put phones on silent
Berespectful to different views
Self-organize for highperformance
1
1
Introduction
GroundRules

12. Leadership Agility
Framework
12

13. LeadershipAgility
Research
Business
Performance
Organisational
Agility
LeadershipAgility
13

14. “A leaderisnot appointedbecausehe
knowseverything andcanmakeevery
decision.Heisappointedto bring
together theknowledgethatisavailable
andthen createtheprerequisitesfor the
workto bedone.Hecreatesthesystems
thatenable himto delegate
responsibilityfor day-to-dayoperations.”
- JanCarlzon 14

15. What is LeadershipAgility
Essence ofLA
Focus
Step back
Reflect: Gain abroader, deeper view
Act: Re-engage, take action
15

16. LeadershipAgility
3 Types ofInitiatives
Leading organizational change
Developing high-performing
teams
Pivotal conversations
16

17. LeadershipAgility
Types of leadershipagility
Authorised to use by Changewise,2018 17

18. LeadershipAgility
Levels of LeadershipAgility
PaceofChange
Depth & breadth of“stepping
back,” quickness of
action/reflection cycle
Degreeof Interdependence/Complexity 18

19.  Keyassumptions:Leaders are respected and followed because of their authority and expertise
 Organizationalchange:Tacticalfocus on incremental improvements within one’s unit, with
minimal stakeholderengagement
 Teamleadership: Focuseson one-on-one supervision vs.management/leadership of direct
reports asa system
 Pivotalconversations:Lowtolerance for conflict: Assertive or accommodative – advocates or
inquires
19
LeadershipAgility
Expert Level Approach TakeAway

20.  Keyassumptions:Motivate others by making it challenging and satisfying to contribute tolarger
objectives
 Organizationalchange:Strategic outcome focus, making episodic changes to address
environmental changeswhile seekingstakeholderbuy-in
 Teamleadership: Treats direct reports asasystem that needs to be orchestrated asateam
 Pivotalconversations:Moderate tolerance for conflict: Primarily assertive oraccommodative
with someability tocompensate using the other style
20
LeadershipAgility
Achiever Level Approach TakeAway

21.  Keyassumptions:Articulate an inspiring vision and empower & develop others to makeit a
reality
 Organizationalchange:Aim through the target: Develop organizational capacity to meet any
strategic challenge
 Teamleadership: Creates ahighly participative, empowered team that leads changetogether
 Pivotalconversations:Greater tolerance for conflict: Combinesadvocacyand inquiry asneeded
in specific situations
21
LeadershipAgility
Catalyst Level Approach TakeAway

22. What possibilities do you see in
applying various aspects of this
framework to leadership in your
organization?
What possibilities do you seefor
yourself, for your team, forvarious
levels of management,etc?
Pickacouple of areas (15 mins)
Exercise– Leadership Agility Framework
22

23. Organizational Agility
How businesses can survive and thrive in fast changing markets

24. The World changes rapidly
Normal Industries
• Businessadapt slowly
• Change takes placeinfrequently
• The competitive gameshifts
periodically
• strategicplanning maybe
sufficient
Globalized Industries
• Businesschanges rapidly
• New models everyday
• Fast & efficientR&D
• Innovation
• Change process ishighly
complex andsystematic
• OrganizationalAgility isrequired

25. Organizational Agility
Definition
• Thecapability of acompany to rapidly change or adapt in responseto changes in the
market.
• Ahigh degree of organizational agility canhelp acompany to react successfully to the
emergenceof new competitors, the development of new industry-changing
technologies,or sudden shiftsin overall marketconditions.

26. Organizational Agility
OrganizationalAgility is an on-going capability for real time strategic sensitivity, quick
collective commitments,and fast and strong resource deployment.

27. Organizational Agility
Complex /systematicsimple/linear
Nature ofchange
Slow
Fast
Speed
of change
Operational – driven
companies
StrategicallyAgile
companies
Companies drivenby
strategicplanning
Entrepreneurialcompanies

28. Dimensions of Organizational Agility
Collective Commitment
Strategic Sensitivity
 Open StrategyProcess
 Heightened StrategicAlertness
 HighQuality Internal Dialogue
 Interdependent structuresand
distributed roles
 Cabinet responsibility
 Shared values
Resource Fluidity
 Resourceusagedissociated fromownership
 Transparencyandfairnessin peoplerotation
 Plug andplay architectures
 Top teaminterdependency

29. Drivers of OrganizationalAgility
Organizational Drivers:
 Re-integrating the organization,
creating interdependentprocesses,
common rewards, integrated value
creation capabilities
Relational Drivers:
 Re-uniting the top team, fostering
an open and honest dialogue
aroundkeycollective decisions,and
sticking withthem.
Emotional Drivers:
 Source of energy andapathy
 Prideof building agood brand and
becoming aleader
 Leading by example
 Affiliation andbelonging
Cognitive Drivers:
 Developing and sharing new
broader perspectives engagingin
higher qualitydialogues
Activities
Capabilities
Strategic Agility

30. Mostcompaniesdienotbecause
theydothewrongthings,but
becausetheykeepdoingwhat
usedtobetherightthingfortoolong

31. What promotes the agility
of your organization?

32. Does this structure promote the
agility of your organization?

33. Hierarchical structures guarantee
stability + predictability
 Knowledge trapped in silo’s
 Poor collaboration
 Rigid performance management systems
 One size fits all
 Employees are treated like children
that have to be punished and rewarded
 Paternalistic leadership

34. Does the matrix
structure promote
agility? Does it solve all
issues?

35. What will the organization of
the future look like?

36. The presence of networked structures is an important part of
the agile, future proof organization.

37. Agile organizations
 Agile organizations encourage their employees to be part of networks.
 These networks go beyond the boundaries of
— their business unit
— their own organization
 Agile organizations collaborate intensely with clients and temporary workers
 crowd sourcing / open innovation
 diversified workforce

38. Is this about anarchy and chao
The agile organization might have to
allow a certain amount of chaos.

39. Working in networked structures is one of the key elements
for organizations to be agile.
It will be important for all types of organizations.
NOT just the technology companies.
You need the right culture to be
able to work in networked
structures.

40. Question 1
What triggered the insufficiency of hierarchy?
Why are hierarchical structures not sufficient anymore?

41. Question 1
What triggered the insufficiency of hierarchy?
Why are hierarchical structures not sufficient anymore?
Let me highlight 3 elements.

42. Element 1

43. Start of permeability of the organization
(> working in partnerships - outsourcing)

44. “Interaction jobs” McKinsey -
Knowledge Workers
Adult work-relationship
Element 2

45. Technology
changed our world
fundamentally. We
live in a hyper-
connected world.
Information is fluid.
Element 3

46. “Hyperlinks
subvert
hierarchy.”
Cluetrain
Manifesto -
1999.
Element 3

47. Element 3
Work and office are disconnected.

48. Question 2
How do organizations react to these fundamental
changes?

49. Question 2
How do organizations react to these fundamental
changes?
3 examples

50. 3 examples of reactions
• Working hours and the place one works become more flexible
Virgin versus Yahoo
• Evaluation systems are questioned
Microsoft versus Yahoo
• Intense use of social technologies
Kluwer
- push (marketing) + pull (content marketing & dialogue with customers)
- knowledge sharing (internally and externally)

52. “Working life isn't 9-5 any more.”
“Companies that do not embrace this
are missing a trick.”
Richard Branson - February 2013

53. ” To successfully
work with other
people,
you have to trust each other.”
Richard Branson - February 2013

54. Evaluation systems should stimulate collaboration

56. Its

58. McKinsey
By the use of social
technologies, companies have
an opportunity to raise the
productivity of knowledge
workers by 20 - 25%.

59. “Strategic and networked
relationships fuel modern
organizations.”
“Individuals who maintain
strong, collaborative networks
tend to be productive high performers.”

60. 31

61. Question 3
In which circumstances do networks work?

62. It’s not just about technology.
It’s about a mindset.
 Trust
 Peer-learning
 Failure tolerant & provoking leadership

63. It’s not just about technology.
It’s about a mindset.
 Intense knowledTrust
 Peer-learning
 Failure tolerant & provoking leadership
 ge sharing
 Transparant communication
 Permeability of the organization
 Diversified workforce

64. Interesting to read
About the importance of a diversified workforce

Human Capital Trends 2013 - Leading Indicators
http://www.deloitte.com/view/en_US/us/Services/consulting/human-
capital/268bfb80ddbcd310VgnVCM2000003356f70aRCRD.htm

65. About the future of work
 The Social Organization - Harvard Business review Press - Gartner
 Net Work - A Practical Guide to Creating and Sustaining Networks at
Work and in the World - Patti Anklam
 Organizations don’t tweet - People do - Euan Semple.

66. About agility
 http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Ins
titute/Publications/WorkAgilityFinal.pdf
 Get Lucky - How to Put Planned Serendipity to Work for You and Your
Business - Thor Muller & Lane Becker
 Seeing What Others Don’t - The Remarkable Ways We Gain Insights -
Gary Klein.

67. What isAgile?
Mindset vsPractice
67

68. Exercise
AgileMindset
68

69. What isAgile?
How do you Measureit?
Primary
69
Secondary
Outcome
Output
Customersatisfaction
Cost
Value
Profitability
Risk
Timeto market
Leadtime to deploy
Codequality
Sprintvelocity
Productivity
Efficiency
Sprintvelocity

70. What isAgile?
How do you Measureit?
© 2018 VersionOneInc.
70

71. What isAgile?
Adoption Barriers
© 2018 VersionOneInc.
71

72. What isAgile?
Culture
Wheredoes
your Change
Program
Focus
72

73. Agile Culture
73

74. AgileCulture
Opportunities toGrow
74

75. Ways to succeedwith Agile
High PerformanceTree
Whichareas
couldbe
strengthened
in your
organisation?
75

76. Group Exercise– High PerformanceTree
Group exercise –
what values are we missing in theworkplace?
What do we need to water the tree of high performance?
What high performance traits are we missing in yourorganisation?
Time: 10 mins

77. AnyQuestions?
45

78. Agile Leadership Training
Waysto Succeedwith Agile
78

79. Ways toSucceed with Agile
Createa CultureBubble
79

80. Ways to Succeed with Agile
80
Bringflexibilityto the Portfolio
 Project allocation andfunding
 RemoveAnnual budget processconstraints
 Adopt agile budgeting methods
 Establishportfolio KanBanBoards
 Build teams with focus

81. Ways toSucceed with Agile
Build High Performingteams
 Commitment to continuousimprovement
 TeamKanban boards that are aligned to PortfolioPriorities
 Build in opportunities toreflect
 Eliminating gapsbetween functional silos and delivery activities
 Equip team with tools
 Reorganise teams basedon customer journey
 Empower teams to takeownership
 Improve team health and communicationlines
 Remove impediments

82. Ways toSucceed with Agile
Remember its all aboutpeople
 People haveto want to
 Forget the hardsell
 Youmayneed to have difficult conversations
 Stop talking start listening
 Equip the team
 Celebrate successes
 Learn from failure

83. AnyQuestions?

85. Do you want to know more?
Abiodun (Abby) Osoba
abiodun@theagileadvisor.com
+234 817 851 2835
@theagileadvisor
@iamabbyosoba on Twitter,
Linkedin, Instagram, Facebook

86. • Email: abiodun@theagileadvisor.com
• TheCasefor Leadership & Organizational
Agility White Paper can be found in the news
item on our website
Thank you