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evolved.institute
    • All Training Workshops

    • Opportunities
      • Acquire knowledge

      • Develop Responsiveness

      • Engage People, including customers, users, and colleagues

      • Foster a Performance Climate and Culture

      • Nurture Emergence and Adaptiveness

      • Plan for Succession to preserve your legacy

    • Themes
      • Capture Emergence (stakeholders, needs, strategy, designs)

      • Customer Centric

      • Flow Across the Value Network

      • Guiding Adhocracy Sensibly

      • Know how the customer and the work work and where the waste lies

      • Know the stakeholders (incl. customers & users) and their needs well

      • Manage Risk

      • Measurement

      • Place bets, measure & tweak

      • Plan bottom-up

      • Put on your own mask first

      • Quantify Stakeholder Values & Trade-Offs

      • Reduce stakeholder-to-team Distance

      • See (go see, really see, and understand)

      • Strategy and Strategy Deployment

      • Timely decision-making

      • Visualize & Optimize the Flow of Realized Value

      • Working Differently

      • You as a Leader

    • Thinking Styles (dysfunctions that need addressing)
      • Change is outside my office not in my office

      • Change is what happens when everything else is done

      • Drowning in Deadlines and Disconnected Designs? Incoherence is Crippling Your Leaders and Teams.

      • Give me a solution

      • How do I manage risk in this new world?

      • If you can think of a vendor name, they operate here. We have them all.

      • It's all about autonomy, to a fault

      • Let's hide bad news

      • Nothing is impossible, we cannot say no

      • Too many coordinators - the unaccountability sink

    • Approaches that Influenced Evolved
      • Beyond Budgeting

      • Cynefin, Ritual Dissent, Future Backwards, Estuarine Mapping, Hexi Kits

      • Deming System of Profound Knowledge® (SoPK)

      • Scrum.org Evidence-Based Management

      • Kanplexity

      • Leadership Circle Profile®

      • Lean UX

      • The Logic Model

      • Obeya

      • Stakeholder Centered Coaching

      • Value Planning with Planguage and Evo

      • The Vanguard Method

    • (surname A-C) Facilitators (the who)
      • Jim Benson

      • Laurens Bonnema

      • Mike Burrows

      • Lia Caraman

      • John Anthony Coleman

    • (surname D-K) Facilitators (the who)
      • Magdalena Firlit

      • Philippe Guenet

      • Alize Hofmeester

      • Ralph Jocham

      • Allan Kelly

    • (surname L-Z) Facilitators (the who)
      • Dr Steve Morlidge

      • Prof. Dr. Daniel Russo

      • Dave Snowden

      • Nader Talai

      • Pia-Maria Thorén

  • Why for WhomWhy for Whom
    • (surname A) Who Influenced us
      • Russell Ackoff

      • Bill Adams

      • Bob Anderson

      • Jurgen Appelo

    • (surname B) Who Influenced us
      • Jim Benson

      • Kurt Bittner

      • Bjarte Bogsnes

      • Laurens Bonnema

      • Mike Burrows

    • (surname C-E) Who Influenced us
      • Marty Cagan

      • John Anthony Coleman

      • W. Edwards Deming

      • Ron Eringa

    • (surname F-G) Who Influenced us
      • Kai Gilb

      • Tom Gilb

      • Marshall Goldsmith

      • Jeff Gothelf

      • Philippe Guenet

    • (surname H-J) Who Influenced us
      • Lea Hickman

      • Alize Hofmeester

      • Christian Idiodi

      • Ralph Jocham

      • Chris Jones

      • Joseph M. Juran

    • (surname K-L) Who Influenced us
      • Siegfried Kaltenecker

      • Allan Kelly

      • Patrica Kong

      • Jacquelyn Lane

      • Craig Larman

      • Klaus Leopold

    • (surname M) Who Influenced us
      • Roger L. Martin

      • Don McGreal

      • Todd Miller

      • Jon Moore

      • Dr Steve Morlidge

    • (surname N-Q) Who Influenced us (surname N-S)
      • Scott Osman

      • Manuel Pais

      • Illia Pavlichenko

      • Quinton Quartel

    • (surname S) Who Influenced us
      • John Seddon

      • Joshua Seiden

      • Matthew Skelton

      • Dave Snowden

    • (surname R) Who Influenced us
      • Cesario Ramos

      • Donald G Reinertsen

      • Prof. Dr. Daniel Russo

      • Ryan Ripley

    • (surname T-Z) Who influenced us
      • Nader Talai

      • Pia-Maria Thorén

      • Nigel Thurlow

      • Bas Vodde

      • Dave West

    • Key Books That Influenced Evolved
      • Agendashift: Outcome-oriented change and continuous transformation (2nd Edition)

      • Agile People: A Radical Approach for HR & Managers (That Leads to Motivated Employees)

      • Agile People Picturebook

      • Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life

      • Beyond Command and Control

      • Competitive Engineering

      • Creating Agile Organizations: A Systemic Approach

      • Cynefin - Weaving Sense-Making into the Fabric of Our World

      • Future Ready

      • Evolutionary Project Management & Product Development

      • Freedom from Command and Control

      • Flight Levels: Leading Organizations with Business Agility

      • Future Ready

      • Large-Scale Scrum: More with Less (Addison-Wesley Signature Series (Cohn))

      • Lean UX

      • Managerial Breakthrough: A New Concept for the Manager's Job

      • Mastering Leadership

      • Nexus Framework for Scaling Scrum, The: Continuously Delivering an Integrated Product with Multiple Scrum Teams (The Professional Scrum Series)

      • Out of the Crisis

      • Pivot: Real Cut Through Stories by Experts at the Frontline of Agility and Transformation

      • Playing to Win: How Strategy Really Works

      • Present Sense: A Practical Guide to the Science of Measuring Performance and the Art of Communicating it, with the Brain in Mind

      • Principles of Software Engineering Management

      • Professional Product Owner

      • Purpose Driven People: Creating business agility and sustainable growth

      • Re-Creating the Corporation: A Design of Organizations for the 21st Century

      • Scaling Leadership

      • Sense and Respond: How Successful Organizations Listen to Customers and Create New Products Continuously

      • Succeeding with OKRs in Agile: How to create & deliver objectives & key results for teams

      • Systems Thinking in the Public Sector: The Failure of the Reform Regime. and a Manifesto for a Better Way

      • The New Economics for Industry, Government, Education – Third Edition

      • Team Topologies: Organizing Business and Technology Teams for Fast Flow

      • The Collaboration Equation: Strong Professionals Strong Teams Strong Delivery

      • The Little (illustrated) Book of Operational Forecasting: A short introduction to the practice and pitfalls of short term forecasting - and how to increase its value to the business P

      • The Little Book of Beyond Budgeting: A New Operating System for Organisations: What it is and Why it Works

      • Triggers

      • Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness (The Professional Scrum Series)

      • The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations

      • The Principles of Product Development Flow: Second Generation Lean Product Development

      • unFIX

      • Value Planning

      • What Got You Here Won't Get You There: How successful people become even more successful

      • Who Does What By How Much?: A Practical Guide to Customer-Centric OKRs

      • Wholehearted: Engaging with Complexity in the Deliberately Adaptive Organisation

      • Zen and the Art of Organising Work: an Illustrated Guide: The Hidden Anatomy of Effective Organisations… Using Systems Thinking to Unlock Nature’s Secrets

    • Adapted Moved Quotes....

    • A Selection of Thinking Styles (for whom)

    • Limericks...

    • Why you definitely should not buy from us

    • Blog

    • Contact

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    Address Yourself

    evolved.institute

    Address Yourself

    £1,499.00 GBP
    A note from one of the co-founders

    Not everyone is a fan of Agile; the allergy is so strong it often spreads to agility, frameworks or not. Even “turning on a dime for a dime” is not enough. It’s harder to argue against the need for ambidexterity, humane effectiveness, adaptiveness, and timeliness.  I’m assuming the ethical and moral variety that you’d be ok for the general public and your mother to know about. 

    With regard to how ready you are for market changes, you, in the exec team or board of the organization, are seemingly not aligned with your senior leadership, management, and employees (411). It makes me wonder if top management is leading or "leadering," not you, of course.

     

    Leadering is the knack of creating a self-serving account of whatever is already happening,

    It’s not much more than truth fashioning.

    Leadering allows one to take credit for whatever good things are going on,

    It’s not much better than a big con. 

    It requires doing things that don’t mess with success,

    Heaven forbid the lack of change should regress.

    Afterall the baseline for success is continued survival,

    Who in their right mind would want innovation revival.

    A leaderer’s organization might have only about five minutes of actual leading in its story,

    Which is why it will end up in forgotten books of stock exchange glory.

    Let’s have hour after hour of monotonous leadering,

    And from the brink of success, let’s end all this teetering.

     – inspired by Venkatesh Rao, the Art of Leadership (412)

     

    I reviewed over eighty models in detail. It wasn't possible to create a grand unifying theory. I took a view of the common gaps: I urge you to close the gaps. Context is king, and there are no viable recipes for ambidexterity, humane effectiveness, adaptiveness, and timeliness. So, consider your organization’s environment.

    Have you ever met a plumber who praised the work of another plumber? How often have you read or heard a thought leader praising the work of another living thought leader? Each one has their own book, community, and communication channels. Many offer the keys to paradise. You only need their thing.

    Marketing 101 is to berate other ideas only to say something similar, albeit with a new exaggerated twist. This is because the good results don’t last forever. They are all prone to regime change. I have not yet seen an approach without significant gaps. This (work) gives you a new set of proverbial lenses. There are no viable recipes. You need to pause and reflect regularly (465, 466). Change does not come in a box. If it pretends to, it’s expensive and doesn’t work. 

    To have the energy for true change, "put on your mask first" by resting, exercising, eating properly, and doing what gives you positive energy. Journal and get help. 

    To paraphrase Dave Snowden, “I really think we need to shift away from the idea of a leader as an individual to one rhizome node in a network of interactions.”

    Be proactive and unwavering – own the organizational change. Success will depend on an authentic focus shift to employee and customer satisfaction, a desired experience with your product or service, and measurable short and long-term results (216, 217), not awards by peers.

    See if, in twelve months, you can improve your prestige with other curious peers, then accelerate momentum and leave less energetic rhizome nodes to their slower and shallower momentum. 

                                                                       John Anthony Coleman,                   Orderly Disruption Limited,Buckinghamshire, England,
    “Born and bred” (240) in Cork, Ireland

    Copyright © 2017-2025 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Ambidexterity, Humane Effectiveness, Adaptiveness, and Timeliness you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.  

    The Wider Problem as described in MORE executive SUCCESS

    At the time of writing, and to the best of our knowledge, no organization had perfected ambidexterity, humane effectiveness  (275), adaptiveness, and timeliness. Some get tantalizingly close; time will tell how close and for how long. Mediocre management eventually slips back in, and psychological safety (419), if it was ever there, slips back out, with transparency quickly following it out the door.

    You may have seen cases where the culture is toxic, where, for example, "leaders" put pressure on people doing the work and ask team. members to resubmit “maturity” surveys in a more positive light.

    The lack of perfection is primarily due to human factors, including a lack of discipline, continual improvement, experimentation, and political will. Imagine a world where toddlers stopped trying to walk because they fell once and concluded, “I tried that, and it didn’t work.” You would have a world full of people moving around on their posteriors.

    Sustainably improved results do not arise from <Pick your fad> "transformations." The fads will change; the nonsense will not. We asked an executive recently how he planned to continually improve sixty-eight "squads," as without energy to improve, entropy would ensue. Those squads started with a big bag. we asked, "Should you not continually search for and experiment with the best ideas to improve?" He had no answer. 

    Leaving aside that a "transformation" is never finished, some organizations have "transformed" over five times; the change unraveled each time.  There are missing ingredients. When you stay still, others don't. History repeats itself as a lack of humanity abounds in the workplace, and short-term focus takes over. Many prefer to be wrong than uncertain. You need to get to the long-term through the short-term, but you often need more emphasis on the long-term. Collective discipline and healthy-habit forming might be key ingredients key to success.

    There is a saying, “Nothing lasts forever.” Some organizations offer hope; only time can tell. Even the "poster children" organizations struggle with psychological safety (419)  and become victims of their success; they don’t refresh their product or service lines, have quality issues, and get pegged into market segments, allowing “fast follower” competitors to take the cream. You have room for improvement.

    When you cannot “see” the invisible waste or knowledge work, you cannot have the right conversations at the right time, and a much-needed sense of urgency gets lost. You need to make work and waste noticeable and be open to proactively discussing the signals, however inconvenient.

    How well can you sense opportunities or threats and respond to them in a timely, humane, and effective way Examples include the blockchain, robotics, AI, mixed-reality, and (non green-washing) sustainability.

    Do peers and colleagues feel cooperation is in their interests, e.g., incentives and rewards? Are you watching the baton (the work) or the runners (the people doing the work (14)? 

    Many of the models shared have case studies that you can explore. What few have managed well is creating or mixing the right blend for their environments. "Copy and paste" is tempting but mechanical and usually falters. Try better and more timely decision-making, with happy employees serving happy customers, good psychological flow, and an optimized flow of potential and actual value.  

    Consider multi-year operational performance over share price (231); share price focus alone drives cost-cutting to the extent employees incur (now official) “moral distress” (281), increase long-term costs, and worsen customer, consumer, or user long-term experience.

    Copyright © 2017-2025 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Ambidexterity, Humane Effectiveness, Adaptiveness, and Timeliness you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.

    Barstool Pitch on the Wider Problem as described in MORE executive SUCCESS

    Executives...
    What got you here won't get you there (79).

    Avoid:

    • Focusing too much on quarterly results and targets
    • Not caring how employees deliver results
    • Not truly empowering teams to solve impediments
    • Employees not feeling inspired and hence not exciting customers in the right way

    Prepare your successors.

    Attain MORE executive SUCCESS through ambidextrous ACTION:

    • MORE - Managerial and Organizational Resilience Evolution.
    • SUCCESS – Savvy United Culture and Climate Envelope with Succession Superpowers.
    • ACTION – Act, Clarify, Try-out, Iterate, Orient, Now.

    Copyright © 2017-2025 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Ambidexterity, Humane Effectiveness, Adaptiveness, and Timeliness you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.

    Elevator Pitch on the Wider Problem as described in MORE executive SUCCESS

    FOR curious, humble, and people-smart:

    • entrepreneurs,
    • executives, and
    • board members

    WHO NEED:

    • More success
    • To think, act, and behave differently
    • To balance the short-term and the long-term
    • To improve or preserve their legacies in the eyes of people they respect

    MORE executive SUCCESS IS A well-referenced executive management guide for service/product/customer-oriented organizations in the knowledge economy

    THAT, notwithstanding context:

    • highlights perceived gaps for the short-term to long-term
    • assesses strategies and tactics for filling the gaps
    • has an education bit, and
    • helps entrepreneurs, executives, and board members to improve and protect their legacies

    UNLIKE:

    • A focus on teams, scaling, and middle management, which is already served (455, 456)
    • A collection of context-free recipes
    • A script for industrialization of "Agile" or "product"
    • A piece based on product management, which is already served (251, 325, 326, 420, 424, 460, 461, 462, 467)
    • A piece based on technical agility, which is already served (20, 114, 199, 279, 457)
    • A piece based on Agile, which lost its way since its anarchic days and focused insufficiently on discover-to-deliver (458)
    • A piece based on project management, which is already served (459)
    • A piece lacking in focus on the problem space or discovery to delivery
    • A grand unifying theory

    COMPETITIVE ADVANTAGE:

    MORE SUCCESS focuses on executive management theory supported by intermissions of Limerick-style poetic humor. The piece also compares and contrasts Amazon, Apple, Google, Haier Group, Microsoft, Pixar, Spotify, Stripe, and Tesla against the theory.

    Copyright © 2017-2025 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Ambidexterity, Humane Effectiveness, Adaptiveness, and Timeliness you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.

    Evolved Executive Workshop Series––Cultivate short to long -term success

    Why This Workshop Series?

    As a leader, you navigate entanglement daily. Save yourself with better stakeholder satisfaction, strategic clarity, delivery, and effectiveness at the lowest costs.

    Our executive workshop series, with multiple modules to choose from, is a starting point for improving your ability and confidence to lead through uncertainty while inspiring short-term and long-term success.

    What Makes This Series Stand Out?

    • Customizable Learning: Join one or many modules based on your needs. The modules are interconnected yet independent.
    • Proven Strategies: Interlace time-tested ideas and innovations to deliver change that sticks.
    • Engaging Formats: Live training workshops tailored to executive needs and executive audiences, supported by free podcasts and webinars.
    • Practical Insights: Apply visual management, stakeholder satisfaction strategies, and evidence-informed decision-making to your unique context.
    • Pragmatic: Exercise and experience-driven ‘try before you buy’ approaches. The training favors interaction to facilitate adoption.
    • Supported by Optional Coaching for your Context by Industry-leading Practitioners: Breadth and depth across approaches, domains, and industries with an agnostic approach for knowledge
      work.

    Key Focus Areas

    1. Clarity in Action
    2. Master Complexity
    3. Visualize Success
    4. Adapt & Evolve

    What You'll Gain

    • Strategic Tools: Optimize decisions and optimize stakeholder values (including customers and users).
    • Leadership Mastery: Uncover actionable insights into self-leadership, team dynamics, and organizational impact.
    • Practical Application: Exercises and tools are ready to be adopted in your organization tomorrow, with an acceptable invitation to change.
    • Scalable Solutions: Catalyze systemic changes with strategies designed for the enterprise level.

    Ready to Lead with Impact?

    Transform how you lead with actionable insights, a supportive community, and a path toward becoming more adaptable, resilient, and successful.

    Enroll Today

    Choose your modules and start your journey toward leadership excellence.

    For any questions and registration, please feel free to contact hello@evolved.institute.

    Evolved Executive Workshop Series––facilitators, inspirations

    Your Facilitators:

    • Alize Hofmeester
    • Allan Kelly
    • Daniel Russo
    • Dave Snowden
    • Jim Benson
    • John Coleman
    • Lia Caraman
    • Magdalena Firlit
    • Mike Burrows
    • Nader Talai
    • Pia-Maria Thorén
    • Philippe Guenet
    • Ralph Jocham
    • Steve Morlidge

    Other Inspirations Include Public Works related to:

    • Andy Carmichael
    • Annie Dukes
    • Bas Vodde
    • Bill Joiner
    • Brené Brown
    • Christina Wodtke
    • Clayton Christensen
    • Cliff Hazell
    • Craig Larman
    • Corporate Rebels
    • Daniel Pink
    • Dave Snowden
    • Donald G. Reinersten
    • Donald J. Wheeler
    • Edgar Schein
    • Eliyahu M. Goldratt
    • Ellen Gottesdiener
    • Esther Cameron
    • Heidi Helfand
    • Henrik Kniberg
    • Henry Mitzberg
    • Indi Young
    • Jared Spool
    • Jeff Gothelf
    • Jeff Patton
    • Jocko Willink
    • Joe Krebs
    • John Carter
    • John Cutler
    • John Doerr
    • John Kotter
    • John Seddon
    • John Turner
    • Joshua Seiden
    • Jurgen Appelo
    • Karl Scotland
    • Ken Schwaber
    • Kent Beck
    • Klaus Leopold
    • L. David Marquet
    • Leandro Herrero
    • Leif Babin
    • Malcolm Gladwell
    • Marshall Goldsmith
    • Martin Fowler
    • Marty Cagan
    • Masha Omeragic
    • Melissa Perri
    • Michael Huynh
    • Michael Porter
    • Mike Beedle
    • Mike Green
    • Mike Rother
    • Nigel Thurlow
    • Peter Senge
    • Renee A. Mauborgne
    • Richard Rumelt
    • Robert Sutton
    • Roger L. Martin
    • Rory Sutherland
    • Russell Ackoff
    • Russ Lewis
    • Sam L. Savage
    • Scrum.org Evidence-Based Management™
    • Scrum.org Nexus™
    • Siegfried Kaltenecker
    • Simon Wardley
    • Steve Tendon
    • Stephen M. R. Covey
    • Taiichi Ohno
    • Tom and Kai Gilb
    • Walter A. Shewhart
    • W. Chan Kim
    • W. Edwards Deming
    • Woody Zuille
    • Yves Morieux

    How:

    • Agendashift™
    • Beyond Budgeting
    • Customer Experience
    • Cynefin®
    • Design
    • Estuarine Mapping
    • Flow
    • Inspiration
    • Kanplexity
    • Leadership Circle Profile®
    • Lean
    • Liberating Structures
    • Marshall Goldsmith’s Stakeholder Centered Coaching
    • Mind Body Connection
    • Motivation
    • Obeya
    • Organization Design
    • OKRs
    • Planguage and Evo
    • Plan Do Study Act
    • Process Behavior Charts
    • Product Management
    • Product Leadership
    • Purpose
    • Strategy
    • Strategy Deployment
    • Team Effectiveness
    • User Experience
    • Wardley Maps
    • Vanguard Method
    • X-Matrix
    Evolved Executive Workshop Series––the full list of workshop modules

    By attending, you will be able to

    Address Variation: Variation is part of the parcel of normal business activity. Apply techniques to diagnose abnormal variation. Visualize the normal variation that might require a big change to unseat. Also, understand when variation theory is more useful.

    Attain Clarity: Communicate measurable, malleable goals to optimize value. Get some help from Artificial Intelligence Large Language Models (AI LLMs).

    Deal with Complexity: Understand and apply techniques to deal with emergence. Give voice to a renewed freshness of thinking so the organization adapts to or pre-empts the marketplace.

    ‘See’ Knowledge Work and Waste: ‘See’ rather than not see. Visualization trumps blindness to knowledge work and waste. And go to the source to get the facts for yourself.

    ‘See’ the flow of outcomes: Do your teams check if they ‘hit the bullseye?’ Learn and adapt. Experiments, result-feedback, side effects, and marketplace changes offer ample to learn from if you and the teams would look.

    ‘See’ ‘Demand’ and How the Work Works: Convert failure to serve stakeholders well to value demand. Develop strategies that promote active participation from all stakeholders (including customers and users). Understand organizational workflows, processes, and systems. Discover how to serve stakeholders better, including the customer or user.

    Address the Environment: Eliminate misalignment between what is said and what is done. Enhance the harmony and consistency between your organization's management processes, your words, and your behavior. Identify and implement systemic change. Improve Finance, Procurement, Compliance, and People systems. Improve the management processes, workflows, and systems that staff must grapple with. Create an environment where people face and adapt to reality together. Watch them deal with it constructively and appropriately.

    Enable Smarter Investment with Discover to Deliver: More often than you think, when your teams build it, customers don’t come to it. Let’s understand that result-feedback, side-effects, and marketplace changes provide the most impactful learnings. And here’s a Newsflash: stakeholders struggle to articulate what they want or need, so observing can be better than listening. If you can spend 5k USD on discovery to save investing 5m USD of waste delivery, it’s worth it. Get some help from AI LLMs.

    Address Measurement: Informed by evidence, persevere, pivot, or stop. Learning without adaptation is pointless. Get some help from AI LLMs. Empower vendors with agile contracts.

    Address the Work Climate: Engage customers, users, and employees. Stimulate a climate where you hear the truth before the grapevine and are glad to hear it. Inspired, motivated, and cognitively diverse people lead at all levels.

    Address Yourself: Become More Coachable. Master personal development techniques that enhance your leadership capabilities.

    Lead Yourself: Harness the innate power inside you and feel good enough, and at the same time, learn how to improve personal inner harmony.

    Boost Team Effectiveness: Learn how effective teams work together and grow from a recent and eminent scientific study! Encourage everyone to talk openly, make sound and timely decisions, and continuously improve.

    Boost the Impact of Organization Design: Sorry, bad news! There is no single universal truth. No one can define your utopia for you. While there are no context-free recipes, there is a congruent set of pathways to betterment. Consider some optimizing factors for your context. Uncover more appropriate organizational design options. Use an emergent approach to get started. Build momentum and learning. Distinguish delivery models from organization design options. Understand the effect of modularity on your options.

    Improve Strategy Deployment and Emergence: Do Focus Top-Down and Bottom-Up with some help from AI LLMs. There is a trade-off when one goes for short-term goals. A vector of change is generally better to evolve from the present while keeping an eye on the prize. Starting from where you are, hack Objectives and Key Results (OKRs) for complexity. Benefit from coherently synthesized wisdom of giants using practical, well-known, and less-known yet straightforward tools. It is practical and logical, yet necessarily messy. Inform strategy with learnings from collaborative and intentional discussions, quantified stakeholder needs and wants, result feedback, experiments, side-effects, and marketplace changes.

    Strategy as a Collaborative Generative Activity: Catalyze a more participative, collaborative, and emergent strategy. Redesign the strategy to fit stakeholder (including customer) needs. Practice a technique for learning and adapting the strategy and the next steps for strategy deployment. Practice the X-Matrix, your new strategy radar system.

    Integrate Objectives with Adaptiveness: Create a straight line between team objectives and strategy. Use OKRs to create feedback loops connecting strategy and execution. Create key results to quantify objectives. Discover what key results are and are not and how key results drive in-depth thinking. Use a wide-narrow-wide OKR cycle for ambitious thinking and focused delivery. Use OKRs as a value-generating practice on a rhythm. Combining time-boxed OKR cycles with ways of working and how to incorporate planning and design.

    Target Audience
    • Top-level executives
    • Senior-level managers
    • Change management executives
    • Product executives
    • Program or portfolio executives
    • Anyone involved in leading change initiatives
    Delivery Formats
    • In-person sessions with full engagement required
    • Online interactive sessions with cameras on and full engagement required
    • Live webinars and Q&A sessions
    • Private or public
    Duration per Workshop in the Series
    • Multiple modules (4 to 6 hours per module)
    • Join one or many sessions with peers
    • Private or public
    Before Your Dismiss This Idea

    Avoid help from people who almost always massage your ego or agree with you too often; they're just taking your money, and it’s not real help. Avoid rejecting the help and "tough love" you might need. Maybe you prefer to get an obedient and loving dog, but treat it well – a dog is for life.

    Beware of black-and-white thinking, observed when someone says something is true or false when it can be both true and false. For example, management consultants and agile coaches are bad, and product coaches are good, and vice versa.

    I found quite a few good adaptiveness coaches in the wild, even if they did need a little bit of redirection. Beware of confusion. For example, product development is weak and product management is strong. The best product leaders we came across were in product development.

    Beware of false dichotomies, treating options like they are mutually exclusive when they are not. For example, you
    need effectiveness, not efficiency – you may need to find a balance. Efficiency can be seen as effectiveness at the acceptable costs/speed (and other resources).

    Beware of unoriginal thinking and people who show secondary issues as root causes and mix opinions with facts. Just because they have the mic doesn't mean they're right. Beware of bashing; wait to hear what they're selling; our bet is you won’t have to wait for long.

    Copyright © 2017-2025 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Ambidexterity, Humane Effectiveness, Adaptiveness, and Timeliness you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.                                                                    

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    466.  Marquet, D. (2022) An example of Redwork and Bluework: David Marquet explains doing and thinking for a project: 387, YouTube. At: https://youtu.be/unXF-KMPuL4?si=JJR5ASkby19332gK  (17 February 2024).

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    470.  Potvin, R. and Levenberg, J. (2016) Why Google stores billions of lines of code in a single repository, ACM Digital Library. At: https://dl.acm.org/doi/10.1145/2854146  (18 February 2024).

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    Address Yourself––Deploy Stakeholder-Centered Coaching so you become more Antifragile (to gain from disorder and stressors is to be antifragile):

    • Prioritize employee health and well-being while maintaining organizational efficiency.
    • Tune how you show up as a leader.

     

    Do you recognize any of these?

    You're exhausted, and you cannot be there for your people. You're not inspired, so it isn't easy to inspire. Conceive a situation where you feel so resourceful that you can have that capacity to inspire, ‘hold’ people and build relationships that matter.

    Workshop Goals

    Address Yourself––Become a Proactive and Supportive Leader: Seek feedback in refreshing ways. Discover what is not as important to you as you think. Become more coachable.

    Workshop Overview

    Address Yourself––Marshall Goldsmith's stakeholder-centered coaching 

    • NY Times top-selling author 
    • Author of ‘Triggers,’ ‘The Earned Life,’ and ‘Becoming Coachable’
    • A movie on Amazon Prime, ‘The Earned Life’
    Workshop Description

    Address Yourself––Deploy Stakeholder-Centered Coaching so you become more Antifragile (to gain from disorder and stressors is to be antifragile):

    • Prioritize employee health and well-being while maintaining organizational efficiency.
    • Tune how you show up as a leader.
    Learning Outcomes

    Address Yourself––Roughly 50% of managers cannot be coached. Coach Yourself or Become More Coachable:

    • ‘Life is easy to talk but hard to live.’ Discover Marshall Goldsmith's daily questions.
    • Discover the three words that kill any conversation, the words you need to curtail.
    • Practice FeedForward, a feedback mechanism that focuses on suggestions rather than critiques from the past.
    • Great leaders speak last. Discover the power of Liberating Structures and listening to what others say before speaking your mind.
    How?

    Address Yourself––Marshall Goldsmith's self-leadership work

    • Discover feedback opportunities with Daily Coaching Questions, with questions that you write. Discover your real priorities as demonstrated by your actions and behaviors.
    • Use the FeedForward technique, a fun technique to get suggestions for improvement without feedback from the past.
    • Practice avoiding the three words that kill any conversation. Mastering this skill can significantly enhance your communication effectiveness. Discover the power of Liberating Structures.
    Module

    1. Address Yourself––Improve without having to receive feedback about the past. Introduce Stakeholder Centered Coaching.

    You are sought out for constructive feedback, yet you find receiving feedback to be a painful experience and choose to avoid it. 

    • Create your Daily Coaching Questions. Set up reminders and have someone call you every day with those questions. Assess your personal and private scorecard.
    • You tried feedback. Now try Feedforward. Who would have thought getting suggestions for improvement would be fun?
    • Discover some Liberating Structures for engaging your employees.
    • With Liberating Structures, crowd-source improvements without feedback from the past
    Approaches, Creators, Books Referenced, Facilitators

    Approaches Referenced:

    • Stakeholder Centered Coaching

    Original Creators for Works Referenced:

    • Marshall Goldsmith

    Books Referenced:

    • Triggers
    • What Got You Here Won't Get You There: How successful people become even more successful

    ISBNs:

    • ISBN-10: 0804141231 / ISBN-13: 978-0804141239
    • ISBN-10: 1846681375 / ISBN-13: 978-1846681370

    Facilitators:

    • John Anthony Coleman
    • Nader Talai

    Date/Time
    Date/Time: Flexible
    Ticket Type
    Ticket Type: Pre-order––Save 150 GPB on a flexible and transferable ticket
    Location
    Location: Live-Virtual Cameras-On Mics-On
    In stock, ready to ship
     
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    £1,499.00 GBP
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