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What do you know about one of the key building blocks of Enterprise Agility? Enterprise Agility is different from the agile of 2001 (Agile Manifesto). It even has different foundations than what many people call Business Agility and what’s being evolved by some institutes or groups around the world.
Enterprise Agility contains several crucial building blocks that help build the companies and leaders of the future.
One fundamental building block of Agility is Intellectual Humility (IH). IH means acknowledging that there are gaps in one’s knowledge and that previous beliefs may be wrong.
IH is conceptually different from general humility or modesty. Whereas general humility is concerned with how people think about their weaknesses and strengths in all areas, intellectual humility focuses on acknowledging one’s own ignorance and intellectual fallibility.
As markets accelerate, organizations must make difficult decisions. Leaders face unique and unexpected situations or market disruptions.
While it’s easy to recognize the limitations of one’s ideas in situations where little is at stake, people are less likely to exhibit Intellectual Humility (IH) when much is at stake. And this is where intellectual humility is a breakthrough that can help solidify leaders who can help organizations be always ready, always responsive, and always innovative (the 3 universal outcomes of Enterprise Agility).
Leaders with greater IH are in turn better able to manage their emotions in difficult situations. We also know that executives with higher levels of intellectual IH information from the environment more fully. They absorb more information and involve more people in decision-making.
IH can have a distinct brain activation that allows them to make better decisions. This is scientifically proven, and until now there was no framework or model to increase the intellectual modesty of people… but that’s changed.
Enterprise Agility provides a foundational building block to understand the importance of IH in leaders, executives, and others, and how it impacts customer value, company value, and employee well-being value when the company is exposed to accelerated change.
This is where the Lighthouse Model comes in. The world’s first model that enables leaders to increase their Intellectual Humility, thereby improving their collective decision-making and the future of the company.
Irena is also starting the Certified Change Consultant training from the Enterprise Agility University.
If you want to take your career to the next level and learn more about the new models of organizational change and how they can manage accelerated change, now is a unique opportunity.
Become part of the Enterprise Agility World community. It’s free, and you can join the 600+ Enterprise Agility citizens who’re already part of it!
If you work in a business that’s subject to rapid change, you’ll find that it’s difficult for teams to adapt to highly variable and accelerated market demands. This adaptation usually requires moving people and their skills between teams. The same applies to value streams used in the SAFe framework or others
Employees exposed to constant team rotation have a low sense of psychological ownership. They don’t feel that they’re part of what they produce as they are always changing teams and don’t generally feel they should take responsibility for what they do. It’s also difficult to manage the movement of these people between teams when everything changes, which often overwhelms managers.
The collective capabilities model is a new way of organizing the company and enabling it to be always ready, always responsive, and always innovative. These are the 3 outcomes of Enterprise Agility.
The training will be led by Erich R. Bühler and EAWC Regional Directors and ambassadors. It involves the science behind and hands-on practices for you to learn actionable things.
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