The ability to drive disruption in the industry & the marketplace, an adaptive way of being/learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability.
It looks like small cognitively-diverse (Syed, 2019) cross-skilled cross-functional teams or teams-of-teams using Agile, Lean, Lean/Agile methods, or the Agile Manifesto principles.
The step for an executive could be dictated by the culture and the industry. It helps to have "the right people on the bus" and "in the rights seats on the bus" with the "right person driving the bus" (Collins, 2011), at the right time. "You don't see what you don't see". In an industry where safety risk is high...
In this blog post series, I will outline five steps and "aha moments" on a typical executive journey for organizational agility for the organization's direction of travel, understanding at the same time that there isn't any such thing as a typical journey.
It is understood that the organization has constraints, e.g., not running out of cash, outcomes that need to be true to allow continued spend. If we take a bunch of bets and none of them is working out, there are consequences. The organization has to continue to operate as it changes.