We live in the Maker Age. Some are calling this the 4th industrial revolution, others call it the creative age, and some laggards are still clinging to the knowledge age moniker.

Anyway you slice it, when it comes to business today, the barrier to create evolutionary, or disruptive services and products is at an all time low. By the time you read this, 50 new companies would have been started worldwide, and just as many would have died.

In many of my talks, I mention how many change processes exist, and how many agile methods exist. It seems new ones pop up every day.

In fact, there are 894 instances of the word ‘agile’ being trademarked in the US alone, including the term ‘agile coach‘ The point is, noise around agile, change management, and innovation won’t slow down anytime soon so what do you do if you believe your organization needs to evolve, or radically change?

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Back in the 70’s Southwest Airlines was in a situation of having to sell one of their four airplanes to stay alive. The problem was, they still needed to service demand for 4-planes. As the story goes, the 10-minute turnaround was created. There was no ‘agile leadership’ at the time, it was simply leadership. Someone was smart enough to say “you know, if we turn around planes faster, we can have more flights with less planes”

The history of business is littered with stories like this, but the problem is, no one is looking since our society has trained us to constantly look ahead to something new. It’s easier on our brains to create something new based on our own biases than to take the time to learn something that someone else has created.

Recently I virtually sat down with Innovation Roots to talk about agile leadership, business agility, and the emotional side of change. Some of the question we explored included:

  1. Is it important to engage people’s logic and appeal to their emotions when undergoing a change at organisational level?
  2. what’s your view on agile leadership?
  3. How can one review the change? Is there any metrics you suggest to measure the success?
  4. Will Agile Coaching get replaced in future with something else?

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Jason Little
Author, Lean Change Management at Leanintuit
I began my career as a web developer when Cold Fusion roamed the earth. Over the following years, I moved into management, Agile Coaching and consulting. The bumps and bruises I collected along the way helped me realize that helping organizations adopt Agile practices was less about the practices, and all about change.
In 2008 I attended an experiential learning conference (AYE) about how people experience change and since then, I’ve been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change.