OUR BLOG

Building a culture of freedom and responsibility where agile values thrive and flow is a journey of discovery and iteration. Whenever we start working with an executive team to build an agile organization, we always remark first that they are embracing a journey of unknowns, a journey of unearthing fears and mental limitations beyond their threshold of knowledge, beyond their threshold of control,...

Inspired by Fujio Cho, I learned from Toyota’s leaders their model of high performance coaching. The model is based on the core principle of leadership development to create the next generation of leaders. Eventually, after deploying the approach in different cultures and business environments, it has proven to be the most effective among the many others that I have learned and applied. It is...

When A.G. Lafley became the CEO of Procter and Gamble, he sent a strong message to his direct team and to the whole organization strategy: he said that their real boss wasn’t him, their manager or the shareholders. Their real boss, according to Lafley’s words, was the customer, and he would work to help anyone in the organization to win with the customers – at all moments of truth.   Also, during...

Let’s illustrate how High Performance Organizations should NOT be like. The curtain opens… …teams working on repetitive, mechanized tasks, with predictable results, no collaboration between departments, no connection with the customers, no innovation and while doing their job the team members think about changing the course in their careers…” The title of the play? I,...

Let’s talk about human and team development and (Agile) talent, work culture, the mission of work, and how leaders behave within HPOs (High Performance Organizations). These reflections will concern you, no matter whether you are a CEO, manager, department head, team leader or hold any other function the HR department has chosen to indicate your major responsibility: “leading” teams...