Cultivate Short to Long-term Success
The next renaissance for top executives
Purpose –– Vision –– Target Audience –– What makes this series stand out? –– By attending you will be able to –– The underpinning theory –– Why are you waiting?
Modules
‘See’ demand and how the work works
Understand and Address Variation
Strategy as a Collaborative Generative Activity
Integrate Objectives with Adaptiveness
Themes
For the bold and curious, we unlock unseen possibilities, turning human potential into stories worth sharing and futures worth building
For the bold ones, making the impossible irresistible
Evolved leadership–thinks different, enables extraordinary
For those who dare to imagine, we turn audacious dreams into realities
For the fearless dreamers, where vision fuels creation and the extraordinary becomes inevitable
Where bold ideas meet boundless curiosity to craft futures that inspire and endure
For the relentless seekers of more, we ignite potential and shape tomorrow's legacy
For the curious ones making the impossible probable
Where intuition meets ingenuity to shape a better tomorrow
Latest Stories
Adaptive Guide - Alternative Narrative (Short Version)
Adaptiveness guides are catalytic change agents. They are post-Agile. I had a go at guessing what Agile Values might look like in 2026 if the living and well people from the 2001 Agile Manifesto gang somehow got together again. In essence, I guessed that a key difference might be the continuous attention to improving value realization, capabilities, insights, and people empowerment.
Adaptiveness Guide - Alternative Narrative (Long Version) - with one addition (Detached)
An effective change agent treats ambiguity and missing prerequisites as part of the work, not as exemptions from it: they proactively help sponsors clarify expectations, shape communication, and address resistance. They surface dissent early and in the right forums, pair critique with alternatives, and make their own support—or non-support—visible in ways that help sponsors, not surprise them.
Adaptiveness Guide - Qualities of Change Agents Who 'Raise the Bar'
Qualities of Change Agents Who 'Raise the Bar'
In my current role, we’re looking for change agents, but not the usual agility coach, product coach, or lean coach. We’re really looking for adaptiveness guides or catalytic change agents.
People grow up with certain dispositions, then acquire practices and stances, and, hopefully, demonstrate a track record (including learning from and adapting to failure). But people often gain experience without learning. I consider experience overrated. Continuous learning over fewer years can often be more effective. But learning without improvement is a waste; the ideal is experience with continuous improvement.
I had a go at pulling together the qualities of an adaptiveness guide. I received some early input from Damien Bilal Alawiye, Ian Sharp, Karl Scotland, Nader Talai, Michael Huynh, Ralph Jocham, and Thibault Lefèvre. It ended up more like the qualities of a change agent, as many of them could apply to different types of change agents. It’s a start, and it will evolve. It’s contextual; for example, it assumes there are (digital) teams. It’s possible I missed some qualities, and some may be in the wrong place. It is an opinion. It is something I strive for as an adaptiveness guide, and it is what I look for signs of across the groups of change agents. I struggle to find change agents like this. It’s important to find change agents who will handle and share the burden, work together, play to each other’s strengths, and, when they disagree, do so constructively and healthily.
What do you think? What did I miss? What would you change?