Organizational Equanimity: Sustainable Agility at the Enterprise Level
Agile transformation efforts – despite their proven benefits – have an extraordinarily high failure rate. The root cause of this failure is that the organization rejects this new ways of working because it does not address the true needs of the organization; agility is therefore often a solution looking for a problem. For agility to become business as usual, we need to understand an organization’s equanimity; it’s balancing point. Too often, organizations implement processes, frameworks and such without recognizing the organization’s unique operational needs. Perhaps there are areas of the organization where implementing agility is not necessarily the right thing to do? Could there be areas in the organization where agility is more appropriate than in other areas – and how does this affect our transformation strategy?
Leveraging a very tangible analogy this talk demonstrates how sustainable organizational agility requires a holistic view, an intentional approach and provides concrete strategies of how to get there.
- Recognizing an organization’s balancing point – organizational equanimity – is crucial for sustainable agility.
- Providing an end-to-end example of how to create a balancing point.
- Recognize key factors required for sustaining agility in the long run.
Learn more about Jorgen Hesselberg
Jorgen Hesselberg is the author of Unlocking Agility and co-founder of Comparative Agility, a leading agile assessment and continuous improvement platform. A proven thought leader of numerous successful enterprise transformation efforts, Jorgen provides strategic guidance, executive counsel, and coaching to some of the world’s most respected companies both as an internal change agent and an external consultant.
Meet Jorgen Hesselberg
Read Jorgen Hesselberg’s Book
Unlocking Agility: An Insider’s Guide to Agile Enterprise Transformation.