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Playbook Agile Leadership

Steps to become an Agile Leader and handout to fill this role.


Wardley Mapping

Wardley mapping is a visual method for exploring, understanding, and communicating strategy under circumstances of constant change. What is your competitive environment?Where should you focus? (Why here over there?)What should you own and build in-hous



Tapas ? Tapas are … A tapa [‘tapa] (Spanish for “lid,” “cover”) is a small appetizer usually served with wine in tapas bars, but also with beer. Tapas correspond to the mezedes common in the eastern Mediterranean and Middle East. Tapas in Spain are u


Examples of distributed leadership

Haier – Over the past 20+ years, Haier has transformed itself from a traditional, centralized Chinese state-owned enterprise to a cellular platform company Story: Watch the video:

Wiki Page


Leadership for Trust Leadership
Die Adaptive Organisation beim Agile Tuesday
Playbook Agile Leadership Leadership
Wardley Mapping Evolving Strategy
Organizations for people
The blog
Five steps to building trust Leadership
Examples of distributed leadership Leadership
Edit Wiki Page
Create Wiki Page
Cynefin as a tool for decision making Evolving Strategy
Fit for Purpose Shape
Areas of Interest
Focus – Align – Enable – Empower
Focus – Align – Enable – Empower Leadership
The common cause Guiding Principles
Discover, Disrupt, Deliver Success Factors
Economic objective Guiding Principles
Increased learning Success Factors
Values and principles Guiding Principles
Guiding Principles Guiding Principles
system thinking Guiding Principles
Organizational resilience Success Factors
Operational excellence Success Factors
The path to becoming an Agile Leader Leadership
Create enabling structures and deliver GRADO
The path to becoming an Agile Leader
Acting as an Agile Leader
Acting as an Agile Leader Leadership
Agile Leadership in a Nutshell Leadership
Agile Leadership
The GOOD Cycle Innovate
Evolution Innovate
Level 5 Leadership
Focus – Align – Enable – Empower Leadership
Einfach Kompliziert, Komplex
Bureaucracy as a service Manage
Adaptive Organization Poster
Developing the adaptive organization
Details on the Adaptive Organization
Bureaucratic Mass Index Manage, Strategy Implementation
Embrace Ambidextry Innovate
Organize for Human Beings Manage, Shape
Empirical Management Manage, Shape
Flow Oriented Organization Design Shape
Structures – Processes – Workflow Shape
Grow Communities Hack
Seed Autonomy Hack
Design Interventions Hack
Responsibility and Accountability Grow
Organization Capabilities Grow
Individual Skills Grow
OKRs – Objectives and Key Results
Transformation and implementation Strategy Implementation
Operation Model Strategy Implementation
Management Model Manage, Strategy Implementation
Strategic Workforce Development Evolving Strategy, Strategy Refinement
Architecture and Technology Strategy Evolving Strategy, Strategy Refinement
Portfolio Strategy Evolving Strategy, Strategy Refinement
Strategy development Evolving Strategy
Situational Awareness Evolving Strategy
Identity Evolving Strategy
Innovate Innovate, Shape
Manage Manage
Shape Shape
Hack Hack
Lead Leadership
Grow People and Teams Grow
Strategy Implementation Strategy Implementation
Strategy Refinement Evolving Strategy, Strategy Refinement
Evolving Strategy Evolving Strategy
Growing People and Culture GRADO
From identity to strategy Evolving Strategy, GRADO
Stay Healthy
Portfolio Strategy
Shared values and principles
System thinking
Participation and communication
Cross-cutting categories
Enabling architecture
Environment of trust and learning
Structures, processes and workflows
Flow oriented organization design
Strategic workforce development
Organizational capabilities
Individual Skills
Enabling Structures
People and Culture
Strategy Definition
Situational Awareness
Evolving Strategy
Infinite Games business agility
Succeed in a changing world Success Factors
Learning Journeys
Good to Great business agility
Humanocracy by Gary Hamel and Michele Zanini business agility
Agile Leadership in a Nutshell
Agile Leadership
Privacy policy
A Growing Map: A Real Life Example
Story Line
Start with Why
Boost or backlash – what Corona does with agility Agile principles
Flow or silo – the structure of an organization business agility
Flexible or Adaptive?
Strategy, Tactics, and Operations
Separation of Symptom from Problem
Value Proposition Analysis
Flow oriented organization design
Strategic Workforce Development
Portfolio and Strategy Strategy Refinement
From Situation to Strategy
Yesterday’s Weather
Three Horizon Model
Portfolio Management Squared
Portfolio Management
Investment Horizons Evolving Strategy, Strategy Refinement
Learning and Maturity
Success Areas
Four Views of Agile Leadership Leadership
Practices and Tools
Evolution – Drive and Sustain
Values are the root for culture and structures
Knowledge Work in VUCA Times
Agile Evolution – the mission
Shareholder or stakeholder value business agility
The book Agile business agility
Wardley Maps and the Three Horizons business agility
Agile Enterprise and Transformation Models – My 2019 Forecast Concepts
Wardley Mapping – a great tool for strategy development business agility
The most important inventions of Spotify business agility
The most important inventions of Spotify business agility
About the IKEA Starter Kit, Spotify and Frameworks Scaled Agile
Authentic Leadership – Authentic Leadership Leadership
Scaling beyond frameworks Agile methods
Start with Why – Sinek’s Golden Circle business agility
John Doerr’s OKR Superpowers and Agile Leadership business agility
Focus@Scale with Objectives and Key Results (OKRs) business agility
Focus – Align – Enable – Empower Concepts, business agility
Three theses to kick off 2018 Concepts
Pragmatic scaling: beyond methods Scaled Agile
The delivery pipeline in SAFe 4.5 Agile methods, Scaled Agile
The new SAFe version 4.5 – what does this mean for the application? Scaled Agile
SAFe 4.5 – the most important innovations at a glance Scaled Agile
Team Methods – Teams in a Scaled Environment, Part 3 Scaled Agile
Team skills and qualities – teams in a scaled environment, part 2 Scaled Agile
Team structures and division – Teams in scaled environment, part 1 Scaled Agile
Agile teams need an Agile organization business agility
Four advantages of agile teams Agile principles, Scaled Agile
Accelerated learning is team learning Experiences
HIP Sprints with SAFe and specialized Sprints with Scrum Agile methods, Scaled Agile
Scaling without compromise Scaled Agile
6 reasons NOT to start an Agile Transformation business agility
Errors and error culture Agile principles
Broken windows in the project Agile principles
Communities of Practice – Search for experience Experiences
Five aspects of company policy as causes of wastefulness business agility
Self-organized teams: can they be influenced? Agile principles