ABC

of Enterprise Agility University

Our Glossary helps you get a more detailed description of the Enterprise Agility University frameworks, models and definitions.

Definition

Framework, Model, or Method

Practice

Others

ATOM Model

The ATO or Align Traditional Organizations Model was developed specifically to help more traditional organizations accelerate the path to enterprise agility and reduce resistance to change. The ATO Model seeks to introduce new ideas using familiar language. It can be of great value to executives or change agents who want to introduce new concepts and approaches to an organization where tasks have always been done the same way.
It is part of Leading Exponential Change and was originally published in 2018.

A2E of a Situation Model

When the companies face disruptions, organizational health declines, and conflict increases. The A2E of a situation Model (A2E) model is for managers or leaders who want to quickly build healthier interactions with people in the company. A2E is based on behavioral psychology, and the model allows for the practice of specific behaviors that facilitate healthier interactions, a greater sense of safety for employees, and better use of verbal and body language. A2E doesn't require the person to change their mindset (although that's desirable), but focuses on changing behaviors to achieve sustainable relationships and situations.
This is part of our Certified Enterprise Agility Leadership Program.

A5 Canvas

The A5 Canvas is an iterative method for leading change, evaluating its results, and identifying possible solutions and outcomes. A5 can be used in organizations that are more process-oriented and are comfortable with viewing change as just another process management exercise.
It is part of Leading Exponential Change and was originally published in 2018.

BOIS Model

Based on behavioral psychology, neuroscience of change, and exponential change theory, the BOIS Model enables the organization to adapt its behavior and sustain that behavior it to move toward toward its goals as the company faces rapidly changing markets. BOIS is critical for organizations seeking sustainable behaviors and introducing new changes where behavior is a fundamental part of the change.
BOIS is based on the idea and scientific research that changing behaviors changes mindsets. This framework is critical for leaders or change agents who want to sustain healthy interactions and behaviors in organizations that are exposed to constant market changes.
The Bois Model is part of is part of our Certified Change Consultant course.

Business Agility

From the Enterprise Agility University's perspective,, Business Agility was born around 2012 and it is a compendium of some classic agile practices that have been successful in bringing or scaling ideas to the rest of the organization (outside of IT).

Change Journey Pyramid

The Change Journey Pyramid is a model for understanding people's needs based on where they are atthey're in the change journey. The pyramid is based on concepts from neuroscience of change and organizational psychology. Unlike other change models that focus on employees' stages or emotional states (e.g., denial, anger, and bargaining), the Change Journey Pyramid focuses on understanding their mindset and needs depending on where they're at in the change journey. It can be used by change consultants seeking more effective strategies for influencing change. Business leaders, in turn, can use the change journey pyramid to provide powerful techniques and tactics to improve communication plans with individuals in the organization. The Change Journey Pyramid can be used in any organization, but isn't recommended for use with psychopathic or narcissistic individuals. It is part of Leading Exponential Change and was originally published in 2018.

Classic Agility

From the Enterprise Agility University's perspective, classic agility was formalized in 2001 as a way to try to improve the way software is developed. It is a way of thinking and has principles that have helped teams improve. Others usually call classical agility as Agility.

Collective Strategic Sensing Model (CSS)

CSS is a framework that enables business leaders to identify various market, customer, and employee capabilities to create a healthy ecosystem and responsive business.
CSS provides a way to analyze an organization's dependencies on various factors that can ensure its success in creating sustainable products or services, organizational structures or roles, employee relationships, or capabilities. CSS is part of the M-Leadership Framework and our Certified Enterprise Agility Leadership Program.

Complexity and Complication Pattern(CCP)

The Complexity and Complication pattern or CCP entails behaviors that increase complication (number of procedures, rules, bureaucracy, vertical layers, and coordination teams) to satisfy a corporate requirement (quality, price, performance, and time-to-market).
ESS is a concept, systemic patern and behavior that improves the information flow and value delivered by companies.
It is part of the Enterprise Social Systems theory and framework and was published in Leading Exponential Change in 2018, and it is based on the complexity and complication insights from BCG (Boston Consulting Group).
It is part of Leading Exponential Change and was originally published in 2018.

DeLTA Change Model

The DeLTA Framework or Double Loop for Transforming and Accelerating is a change framework that enables anyone in the organization to launch a change initiative that can be contagious, even if senior management isn't yet behind the new plan, or for situations where there's no clear sponsor for the initiative.
The DeLTA Change Framework offers a viable alternative to accelerate change adoption when executive support is lacking. It is part of Leading Exponential Change and was originally published in 2018.

Disciplined Focus

Leaders require a high level of concentration during their daily work. Concentration occurs when the brain's prefrontal cortex, which controls high-level cognitive tasks, is flooded with the right cocktail of neurotransmitters, hormones and other endogenous chemicals, especially dopamine.
Some activities performed on a daily basis can be demanding and emotionally charged.
A stressful activity can cause the executive to have high levels of cortisol, which depletes dopamine. This makes it difficult for the leader to connect with people or focus on subsequent activities because he or she's swept away by the emotions of the stressful activity.
Disciplined focus is a learned skill that allows a leader to stay focused throughout the day, even when engaged in stressful activities. Enterprise Agility University uses neuroscience concepts and practices to teach leaders how to consciously focus, what we call disciplined focus. This is part of our Certified Enterprise Agility Leadership Program.

Dynamic Radar from EAU

A radar makes it possible to visualize the maturity and performance of agility in the enterprise. The Enterprise Agility University’s Dynamic Radar assumes that all enterprises are different, so the indicators must be dynamic and unique to an organization. To do this, the Dynamic Radar from the Enterprise Agility University proposes eight dimensions that change consultantsconsultant must have in mind to create the indicators.
The Dynamic Radar is part of our Certified Change Consultant course.

ELSA Change Framework

The ELSA Change Framework or Event, Language, Structures and Agency is a change framework that allows anyone in the company to implement a change initiative that can become contagious. It’s designed for situations in which the leaders of the company are not yet committed to the new plan or for situations when there is no sponsor.
The ELSA Change Framework offers a viable alternative to accelerate change by changing the language. It is part of Leading Exponential Change and was originally published in 2018.

Enterprise Agility

From the Enterprise Agility University's perspective, Enterprise Agility was born in 2018 as practices, mindsets, and behaviors based on new theories and science to leverage the power of exponentiality, the brain, and ways to build resilience, flexibility, and workforce wellbeing. Enterprise Agility is composed of five types of agility:

Technical Agility
Structural Agility
Outcomes Agility
Social Agility
Mental Agility


And three dimensions: Individuals, Exponential Markets, and Strategic Innovation.

Enterprise Agility Framework (EAF)

The goal of the EAF Model for Enterprise Agility is to provide a solid new foundation for organizations to build their own frameworks to accelerate enterprise-wide flexibility and resilience. It was developed by Erich R. Bühler and the Enterprise Agility University. This framework is based on the theories of systems thinking, exponentialism, the neuroscience of change, the Five Dimensions Of Agility Cake Model. The center of the framework includes the five types of agility: Technical Agility, Structural Agility, Results Agility, Social Agility, and Mental Agility. In addition, 3 dimensions are added:
Individuals (or Exponential Individuals), Exponential Markets, Strategic Innovation.
These three enable to understand the dynamics of a modern organization undergoing exponential change and are the cornerstone of Enterprise Agility University's agility models.

Enterprise Blocking Collaboration (EBC)

Enterprise Blocking Collaboration or EBC refers to the cooperation between people or teams whose behaviors have a negative impact on the organization.
EBC is a concept, systemic patern and behavior that improves the information flow and value delivered by companies.
It is part of the Enterprise Social Systems theory and framework and it was originally published in Leading Exponential Change in 2018.

Enterprise Social Density (ESD)

Enterprise Social Density or ESD consists of the flow of relevant, honest, informal, and effective information in an environment where people feel safe.
ESD is a concept, systemic pattern and behavior that improves the information flow and value delivered by companies.
It is part of the Enterprise Social Systems theory and framework and it was originally published in Leading Exponential Change in 2018.

Enterprise Social Systems(ESS)

Enterprise Social Systems, or ESS, is a theory and approach that allows to observe the dynamics and functioning of an enterprise through four main components: Social Systems, Mindset, Formal Organization, and Value Creation. ESS was developed specifically for digital enterprises and is designed to help leaders, change agents and coaches create new frameworks, methods or processes that accelerate and exponentialize change in the enterprise. To achieve this, Enterprise Social Systems uses techniques, organizational patterns and concepts from psychology and neuroscience.
It is part of the Enterprise Social Systems theory and framework and it was originally published in Leading Exponential Change in 2018.

Enterprise Social Visibility (ESV)

Enterprise Social Visibility or ESV refers to knowledge that supports the flow of work and is passively captured from the environment. It includes social interactions, information radiators, and the recognition of behaviors and facial expressions.
ESD focuses on educating people about where information comes from so they can create more effective plans, processes, or frameworks. Enterprise Social Visibility suggests five areas of action (Public Information radiators, Visible social interactions, Recognition of visible facial expressions,Visualization of actions and movements for recognition and prediction).
It is part of the Enterprise Social Systems theory and framework and it was originally published in Leading Exponential Change in 2018.

Exponential Individuals

Exponential individuals are a type of people who've a high degree of cognitive and mental flexibility when faced with unexpected situations arising from market disruptions.
These are learned skills that result from understanding the brain and the effect of exponential changes on human beings. Therefore, anyone can become an exponential individual by practicing the right tools and methods.
This is the formal definition of individuals from the Enterprise Agility University:
"Exponential Individuals have sustainable habits that enable them to perform their work safely and with minimal effort, while increasing innovation and alignment with the company's strategy during exponential change."
This is part of our Certified Change Consultant course.

Exponential Markets

Exponential markets are markets that produce alterations in companies in a constant and non-linear way, but in an exponential way. In this type of market, more traditional business management practices don't usually work properly, except in the early stages of exponentiality, when exponential growth is flat and similar to the linear growth.
Exponential markets are unpredictable, but there are patterns that can be relied upon to find the best price for a given point in time.

Exponential Onboarding

In many companies, the onboarding process for new employees is handled by the HR or similar department. In companies with highly changing requirements, this may not be scalable or sustainable. Exponential Onboarding is a scalable practice that allows companies to onboard new employees, accelerate their knowledge absorption in the first few weeks, and build a better bond with their teammates. This practice has the advantage of being fully scalable.

Five-Signal Sensing Method

Companies are constantly trying to position themselves strategically by improving existing products or innovating with new services.
The Five Signals Sensing Method provides companies with a consistent way to assess and understand the market conditions, the company's ability to adapt to demand, and the state of the workforce wellbeing in the face of exponentiality. It is based on systems thinking, exponential markets theory, as well as other Enterprise Agility University theories.
The Five Signals Sensing Method is part of our Certified Enterprise Agility Leadership Program.

Five Dimensions Of Agility Cake Model

According to the Enterprise Agility University, a resilient company that can adapt to exponential market conditions must consider five types of agility: technical agility, structural agility, outcomes agility, social agility, and mental agility. Each of these five areas or dimensions focuses on one type of organizational agility, and they're all interrelated.
The five types of agility are useful for developing powerful and comprehensive change initiatives. It also enables organizational leaders to collectively identify the current capabilities of the company. It is part of Leading Exponential Change and was originally published in 2018.

Leadership Empowerment Matrix (LEM)

The various problems or situations faced by an exponential market can threaten the mental health of an organization's leaders.
This, in turn, can result inmake leaders not making the best decisions. The Empowerment Matrix for Leaders makes it possible to discover blind spots, understand the impact of challenges in the medium and long term, balance the emotional toll of everyday situations, and discover new alternatives for keeping people at a high level of leadership. The matrix also helps to change habits and encourage the behavior of asking others for help to support collaboration and harness the power of collective experience. The Leadership Empowerment Matrix is based on behavioral psychology, neuroscience of change, and system thinking.
The Quick Sensing Matrix is part of our Certified Enterprise Agility Leadership Program.

LID Framework For SME

LID is a framework for small and medium enterprises to increase their enterprise agility and resilience. It also addresses groups in society that are partially or totally disempowered. It works on 3 key aspects: 1. Leadership and exponential situations 2. Empowerment in disempowered markets 3. Analysis of the ecosystem in which they place their products This framework was originally developed to support women entrepreneurs, but can be used by any type of small and medium business leader to build more flexible, resilient businesses that can accelerate new product development.

Lighthouse Model For Situational Intellectual Humility

The Lighthouse Model for Situational Intellectual Humility is the world's first model that empowers people to increase their Intellectual Humility (IH). When executives face rapidly changing markets, they receive a vast amount of information from customers, strategic partners, the business, and more. How their brain processes this information is critical. It's been shown that people with greater intellectual humility process more information and experience more perspectives and values. In turn, individuals with higher IH consult more sources of information (including other people), analyze data with more caution, and weigh more alternatives than those with lower IH.
Market disruptions can also trigger high emotions. Research has shown that leaders with high IH react less emotionally to disagreements when they realize they aren't in the right, which helps them analyze situations better. Therefore, it's important to have a framework that empower leaders increase their intellectual humility.
The Lighthouse Model for Situational Intellectual Humility is part of our Certified Enterprise Agility Leadership Program.

M-Leadership Framework

M-Leadership framework or M is the comprehensive Enterprise Agility University framework to empower companies and leaders from around the world.
M is based on neuroscience of change, organizational psychology and novel concepts of Enterprise Agility. M means mobility, and it focuses on allowing to build an always Ready, always Responsive an always Innovative company.
M is part of our Certified Enterprise Agility Leadership Program.

Mental Agility

Mental Agility is defined as reframing challenges to find new solutions even during stressful times.
It is the most important part of the Five Dimensions Of Agility Cake Model and its foundation. Mental Agility is part of Leading Exponential Change originally published in 2018.

Minimum Healthy Step (MIHS)

The constant changes in market conditions put companies and their employees under great pressure. In many cases, leaders find it difficult to assess whether the decisions or actions they're taking are healthy for the rest of the individuals in the organization and the ecosystem. The Minimum Healthy Step, or MIHS (pronounced MISS), is a set of concrete practices and strategies that enable leaders to recognize the nature of the new reality and have techniques to build healthier connections with people in the company, even when faced with challenging situations of great magnitude.
The Healthy Minimum Step is based on concepts from the neuroscience of change, organizational psychology, and others from the Leading Exponential Change.

Mobilizing Purpose Method

A Mobilizing Purpose is a specific type of communication structure and behavior or method that makes it possible for leaders to communicate more effectively, and to help people achieve a shared goal.
A leader must be able to mobilize individuals, and they must also have the need to mobilize. Self-limiting beliefs can be a barrier to mobilizing people in the desired direction. There's evidence that higher levels of dopamine in the brain accelerate belief change.
A Mobilizing Purpose is based on the neuroscience of change and the latest research on the effects of communication and behavior on the brain. Among the advantages of the Mobilizing Purpose method is that it can be used anywhere in the organization, regardless of what stage of change people are in.
The Mobilizing Purpose method enables leaders to consider better and healthier triggers in others, creating situations in which more dopamine might be released in the brain so that limiting beliefs, among other things, can be changed.
The Mobilization Purpose is included in the Certified Enterprise Agility Leadership Program.

Organizational Health

From the Enterprise Agility University's perspective, organizational health is psychological safety and the creation of sustainable business value in perpetuity. Any company exposed to exponential markets needs a high level of organizational health, otherwise market disruptions will affect employees' sense of safety, leading to internal conflict and higher bureaucracy. As a result, the level of innovation and business value to the customer decreases. Any modern business exposed to exponentially changing markets requires high levels of organizational health. This definition of organizational health is used by Enterprise Agility University. It is part of Leading Exponential Change and was originally published in 2018.

Outcomes Agility

Outcomes Agility is defined as delivering results even during turbulent times to respond to changing market conditions.
It is part of the Five Dimensions Of Agility Cake Model and Leading Exponential Change originally published in 2018.

Permission-To-Learn Pattern (PTL)

The Permission-To-Learn Pattern or PTL enables organizations to make value creation visible and find new and better ways to produce it. It is based on behavioral psychology and focuses on highlighting the processes or interactions where people wait for the organization to make a decision before acquiring certain knowledge, rather than actively seeking learning themselves.

Understanding this pattern is important because it helps workers focus on creative habits to maximize their learning. It is part of the Enterprise Social Systems theory and framework and was published in Leading Exponential Change in 2018. It is part of the Enterprise Social Systems theory and framework and it was originally published in Leading Exponential Change in 2018.

Psychological Safety

From the Enterprise Agility University's point of view, Psychological Safety means being able to show up and employ oneself without fear of negative consequences to self-image, status or prestige, or career.
In other words, psychological safety means that members of an organization feel accepted and respected in their current role.
From the brain's perspective, this means that in companies where employees have a safe environment and a high level of psychological safety, cortisol levels in the brain are lower as a result of daily work. High cortisol levels can affect employees' mental flexibility, or what we call Mental Agility.
The first definitions of psychological safety emerged in organizational psychology in the 1960s and 1970s. Since then, there have been several definitions and studies conducted by different people.

Quick Sensing Matrix

Highly changing markets put employees under pressure to perform. This can lead to a decline in employee well-being if several key factors aren't addressed. Leaders and Managers need to know what skills or strengths they've or need to acquire to deal with these situations. The Quick Sensing Matrix is part of the Quick Sensing Method and it is used to analyze what skills and strengths a leader needs to deal with a specific and unexpected situation. The Quick Sensing Matrix is also used as a tool to find a path of continuous improvement for leaders in organizations.
The QSM Matrix is part of our Certified Enterprise Agility Leadership Program.

Quick Sensing Method

Constantly changing market conditions put pressure on the well-being of companies and their employees. The Quick Sensing Method or QSM makes it possible to quickly analyze where and why the new situation is affecting employees, and makes it easier for managers to make decisions that allow plans to be put in place to improve or restore employee well-being.
QSM is part of our Certified Enterprise Agility Leadership Program.

Reframing

Reframing is the ability of a person to temporarily adopt another person's values and perspectives as their own. Reframing generally increases Mental Agility, which has a positive impact on the organization and leads to greater innovation and business value. Reframing shouldn't be confused with empathy. Empathy means understanding the other person's situation, while reframing requires a higher level of understanding by seeing the other person's values as your own. People with high levels of reframing tend to have better emotional management and lower cortisol levels when faced with unexpected situations. The Certified Enterprise Agility Leadership Program and the Certified Change Consultant course offer several techniques totechniques for to acquireadquire higher levels of reframing. It is part of Leading Exponential Change and was originally published in 2018.

Ring Model

The Ring Model allows to increase the level of enterprise agility in those organizations that already have good habits and practices adopted from classical agility.
This model provides 3 additional dimensions: Exponential Markets, Individuals (or Exponential Individuals), and Strategic Innovation.
Each of these dimensions provides the organization with additional values and practices that enable it to move from being an agile company to be an exponential organization. This model is part of our Certified Change Consultant course.

Simple-Loop Decision Process

When companies simplify or try to solve a complex problem as if it were complicated, employing linear thinking, they end up resorting to what We call the simple loop decision process. This response is derived from a reasoning style inherited from the industrial era. Our education is based on a time that no longer exists, and we’re trying to adapt the reality of our organization to an obsolete toolbox.
It is part of Leading Exponential Change and was originally published in 2018.

Situational Perspective

When markets grow exponentially, companies that view disruptions as problems may find enterprise capabilities limited. The Enterprise Agility University proposes an approach based on managing situations rather than problems, ensuring that a similar sense of urgency is maintained across the company but with lower levels of personal impact.
The practice of this perspective allows for better management of unexpected situations so that new conditions can be seen as opportunities. This is part of the Certified Enterprise Agility Leadership Program

Social Agility

Social Agility is defined as connecting well with other employees or with customers in rapidly changing environments, thereby achieving highly collective performance.
The two main components of Social Agility are Enterprise Social Density and Enterprise Social Visibility.
It is part of the Five Dimensions Of Agility Cake Model and Leading Exponential Change originally published in 2018.

Structural Agility

Structural Agility is defined as changing the organization’s structures and procedures by running experiments while minimizing the impact on organizational health.
It is part of the Five Dimensions Of Agility Cake Model and Leading Exponential Change originally published in 2018.

Technical Agility

Technical Agility is defined as changing software as quickly, cheaply (economically), and securely as possible.
It is part of the Five Dimensions Of Agility Cake Model and Leading Exponential Change originally published in 2018.

Definition

Framework, Model, or Method

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