THE AGILE LEADERSHIP SUITE… · business world – the VUCA world Be able to embrace & build...
Transcript of THE AGILE LEADERSHIP SUITE… · business world – the VUCA world Be able to embrace & build...
1 © 2019 TTM Associates Ltd. / All Rights Reserved
THE AGILE LEADERSHIP SUITE… THE AGILE DIRECTORS/ MANAGERS
&
THE AGILE PROFESSIONALS
From: TTM Associates
2 © 2019 TTM Associates Ltd. / All Rights Reserved
All works, concepts and frameworks
contained in this material are the sole rights
of TTM associates Ltd and are protected
under UK, French and European laws.
No rights for copying or using the concepts
without prior permission from
TTM associates Ltd.
3 © 2019 TTM Associates Ltd. / All Rights Reserved
ORGANIZATION AGILITY CHALLENGES AND
SUCCESSFUL AGILITY MODEL:
Organizational Agility helps improving organization’s ability to
quickly identify and execute initiatives for opportunities and risks
that align with overall strategy.
However, managing the organization’s agility is not without its
own intrinsic challenges; which are : as showing in illustration
1. Operational silos
2. Organization resistance
3. Speed of decision making
4. Unaligned processes
5. and Poor knowledge management
With these challenges in mind, several individual and
organizational agility models have been created to help minimize
and possibly eliminate these challenges, helping organizational
perfume at best in these critical times!
WHAT IS AGILITY? What is the relation between Agility and performance? How does Agility contribute to a growth in
performance? Why is individual and Organizational Agility becoming a big target yet a bigger challenges in business?
AGILITY – WHAT & WHY?
AGILITY is the ability for someone to rapidly develop new effective behaviour based on new experiences and to easily move from
idea to idea within and across experiences. Reflecting the same definition on organizations, organizational Agility means the
capability of a company to rapidly change or adapt in response to changes in the market. Why is it important for organizations to
be agile? Because a high degree of Organizational Agility can help a company to react successfully to the emergence of new
competitors, the development of new industry-changing technologies, or sudden shifts in overall market conditions
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Understanding the importance of Organization Agility as a key element for organizational success as well as survival, the first and
most important step towards building it – and possibly the only needed step – is building Agile Individuals who demonstrate necessary
behaviours and obtain essential skills to deliver results in an agile way!
Within the above mentioned context, and to tackle all top five challenges of Organizational Agility, ttm suggests adopting the
following agility model as the arching model for building necessary agile behaviours and skills within organisations, which will drive a
more Agile Organization.
Tackling Organization
resistance challenge
Tackling Speed of decision
making challenge
Tackling Unaligned processes
and Operational silos challenges
Tackling Poor knowledge
management challenge
AGILITY – WHAT & WHY?
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THE AGILE LEADER – DIRECTORS/ MANAGERS PROGRAMME
Module 1: What Is Organizational
Agility? How To Become A Role-
model of Leading As An Agile
Leader
The key challenges facing executives in
business today . Why do we need agility
in organizations?
What are the skills and behaviours
required from an agile leader? How
leaders build successful role models for
the rest of the organization
How do executive leaders respond
to challenges in business in agile way?
Understand the bigger picture of agility
challenges in your own organisation.
Look at agility as the key factor of
success, and act as a role model of
leading in a complex time
. . .
Module 2: Change Agility Is About
Managing Change In Times of
Turbulence
The characteristics of the new changing
business world – the VUCA world
Be able to embrace & build Leading In
VUCA concepts
Be prepared for complexity of the new
business world changes with the VUCA
Prime behaviours
Be creative in overcoming VUCA
challenges, capture growth and build the
behaviours needed to overcome
challenges and resistance to change
Change creates fear – manage the fear
aspects of change through building
supportive organizational culture
Develop change agility in your own self,
team and organization
. . .
Module 3: Results Agility Is About
Achieving Objectives in A creative
Fast Way!
Observe opportunities/ challenges that
might enhance/ hinder overall
performance and affect result.
Validating opportunities and / or
problems through creative thinking.
Practice and demonstrate the spirit of
being an innovative and a creative
thinker in order to solve problems and
optimise opportunities.
Understand the framework for making
decisions in a complex environment and
have the ability to manage the interests
of the many stakeholders.
Exhibit understanding and use influence
while handling and managing the
interests of the various stakeholders.
Module 4: People Agility Is About
Acting as a Servant Leader for
Teams
Nurture a collaborative organisational
environment
Align business units, functions and other
stakeholders towards same direction.
Clarify roles and decision rights.
Understand the different stages of
teams development and the leaders
responsiveness to these various stages.
Craft agreements for engagement and
accountability
. . .
Module 5: Operational Agility Is
About Unifying, Simplifying and
Increasing Efficiency of Work
Procedures
Audit current critical business process,
and introduce necessary changes based
on the principles of Kaizen model
Build high level understanding to the
most effective agile methods: Lean,
Scrum, Kanban and more
Practice implementation on real
processes
Use Hoshin implementation sheets to
track developments and put plans into
actions!
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SAMPLE OF TOOLS
…and more!
THE AGILE LEADER – DIRECTORS/ MANAGERS PROGRAMME
7 © 2019 TTM Associates Ltd. / All Rights Reserved
Module 1: What Is Organizational
Agility? Why Do You Need to Be
Agile in Todays Business World
The key challenges of businesses today
Why do we need to work with agility
Behavioural challenges that you may face
in fast turbulent times.
Wat are the approaches needed to
navigate the new business dynamics
world?
The definition if agility, the role of each
member in bringing organizations close
to the agile model of operating
The agile model factors and principle
. . .
Module 2: Change Agility Is About
Working With Efficiency Despite
Changes
Be able to Embrace & Elevate the need
for change
Explain the importance of being agile in
changing times
How to evolve from the negative notion
of change to the positive one
Beginning with yourself and then with
your team & sphere of Influence
Focus on demonstrating behaviours of
the positive change ambassador in times
of change
Know your change preferences
Practicing, Acting then Reflecting (at
group level and Individually).
Transferring this into real life learning
and practice.
Believe that you can make a difference.
Explain the importance of being agile in
changing times
. . .
Module 3: Results Agility Is About
Being Autonomous!
Be able to take initiatives and decisions
in a the new changing environment
Be able to focus on the outcomes not
on the events
Understand the decision making process
Experience in making decisions in a fast
paced business environment and be
accountable for the outcomes.
Be responsible for the implementation
of decisions made, thus having
ownership of the related consequences.
Identify and map your stakeholders and
know how to cluster and deal with
them appropriately
Influence your stakeholders in a VUCA
world via PUSH-BUILD technique.
Apply the stakeholder mapping model
on a real case
Module 4: People Agility Is About
Being An Effective Team Member
Different types / contexts of highly
collaborative teams
Understand the stages a high
performance team passes through.
Roles and responsibilities of
collaborative delegates in relation to
nurturing cooperation and performance.
Collaborative delegates and dealing with
conflicts within teams.
Identify the dynamics for interpersonal
effectiveness and constructive openness
in a collaborative environment.
. . .
Module 5: Operational Agility Is
About Unifying, Simplifying and
Increasing Efficiency of Work
Procedures
Audit current critical business process,
and introduce necessary changes based
on the principles of Kaizen model
Build high level understanding to the
most effective agile methods: Lean,
Scrum, Kanban and more - Practice
implementation on real processes
Use Hoshin implementation sheets to
track developments and put plans into
actions!
THE AGILE PROFESSIONAL – SPECIALISTS/ STAFF PROGRAMME
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SAMPLE OF TOOLS
…and more!
THE AGILE PROFESSIONAL – SPECIALISTS/ STAFF PROGRAMME
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ENGAGEMENT BEFORE THE WORKSHOP
In this stage we use questionnaires, assessment tools, building case studies and best practices in the region
Participants will be asked to fill in a pre-workshop questionnaire to identify their needs and priorities
We will also follow the methodology of pre and post quizzes to measure knowledge retention
ENGAGEMENT DURING THE WORKSHOP:
The design of the workshop as a whole will be highly engaging and built on experiential learning
TTM is well-known for its PowerPoint Slide Free Delivery Style!
All our programmes are Behavioural Based and create a differentiated experience!
TTM uses a variety of learning tools like behavioural simulations, analysis presentations, role plays, case studies amongst others.
ENGAGEMENT AFTER THE WORKHOP:
Reading Material with references related to the topic.
Webinars to engage the audience after the programme and keep the experience ALIVE!
Change passports
And more…
SEEING THE
CHANGE HAPPEN
WITHIN THE TEAM
While implementing both workshops, ttm will follow a 3 stage-process which aims at enriching the participant
experience, and deepen post programmes learning intakes:
TTM DELIVERY PROCESS
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THE PRE-WORKSHOP QUESTIONNAIRE
With the aim to design each workshop in a way that best
matches the participants needs, TTM invites them to fill in a
preworkshop questionnaire, which is created to probe the
areas of improvement when it comes to designing, developing
the designated workshop. Upon completion, the questionnaires
get analyzed and the information is used in building the
different workshop modules. This activity is intended to ensure
that each participant finds the workshop meeting their specific
needs, and covers the areas they are mostly interested to learn
about
POWER-POINT SLIDE FREE DELIVERY STYLE
TTM is well-known for its Power-Point Slide Free Delivery
Style! Our programs are Behavioral Based and create a
differentiated customer interaction experience! By using
engaging activities and simulations – as described below –
participants feel energized and excited during the workshop.
Instead of using PowerPoint slides to convey the message,
which can be a bit ridged and dull, TTM facilitators rely on
creating flipcharts on the most important concepts/ tools being
explain, and copies of these flipcharts are shared with the
attendees after each workshop.
ELABORATION ON DIFFERENT ENGAGEMENT ACTIVITIES
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AGILITY IN ACTION PASSPORT
READING MATERIALS
ttm provides the participants with
extra reading material about each
topic right after the end of the
workshop.
The reading material includes all
tools and concepts covered in the
workshop, with extra references,
which participants can refer to in the
future
ttm can also host webinars
through Virtual Learning
Platform where attendees meet
the consultant and refresh the
learning. It can be done at the
ends of each workshop or the
end of the entire journey
WEBINARS - optional
ttm proposes the usage of LEARNING PASSPORT. The passport will be filled by the
participant after the workshop to document the Transformation. It will also be
stamped by each participants’ manager before moving to the next workshop as a
proof of applying learnt knowledge and demonstrating desired behaviours. At the end
of the program, the passport can be used as a documentation for learnt concepts, and
individual development plans, along with management feedback to measure the impact
on business.
ELABORATION ON DIFFERENT ENGAGEMENT ACTIVITIES
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Hereunder we share with you our suggested mechanism to evaluate the impact of the journey we have suggested on the members of
STCs. Our approach is made in away that will guarantee quality control and effective learning measurement which we have applied
with other clients successfully.
Our mechanism is built on The Kirkpatrick Model principles for analyzing and evaluating the results of training and educational
programs. It takes into account any style of training, both informal or formal, to determine aptitude based on four levels criteria.
Level 1: Reaction
The degree to which participants
find the training favorable, engaging
and relevant to their jobs.
TTM has its own evaluation form.
Feedback from attendees is
analyzed and a feedback report is
shared. Level 2: Learning
The degree to which participants acquire the
intended knowledge, skills, attitude, confidence
and commitment based on their participation in the
training. ttm will design a pre and post quiz on topics
and concepts at then measure the knowledge
growth and sharing graphs per group/ individual
Level 3: Behavior
The degree to which participants
apply what they learned during
training when they are back on
the job
Level 4: Results
The degree to which targeted
outcomes occur as a result of the
training and the support
and accountability package
The above 2 levels of evaluation
will be measured through the
management feedback and actual
change in behaviours recorded in
the agility passports
TTM QUALITY ASSURANCE PROCESS
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The TTM associates Whole Brain
Transformation methodology relies
on the Action Learning methodology
and experiential tools that equip
participants with skills and help them
to transform their behaviours in day
to day actions.
OUR WAY - ADULTS LEARNING WHOLE BRAIN FACILITATION
WORKSHOP METHODOLOGY:
The TTM associates Whole Brain Transformation methodology relies on the
Action Learning methodology and experiential tools that equip participants
with skills and help them to transform their behaviours in day to day actions.
Tools we use include:
SIMULATION:
We have wide varieties of simulations that we can select from, depending on
the assignment, the group and the objectives. People will be demonstrating
the actual behaviours during these simulations that are similar to their own
behaviours in real life.
E-ASSESSMENT TOOLS:
TTM associates provide wide variety of assessment tools, like the Herrmann
Brain Dominance Instrument, The Executive Political Intelligence Profiling, and
the Firo-B.
VISUAL AIDS:
TTM associates provide wide variety of videos, like the Remembering the
Titans , Max and Max,... Etc
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OUR LEARNING WORKSHOP APPROACH - ADULTS LEARNING TOOLS & WHOLE BRAIN FACILITATION /
ENVIRONMENT
TTM associates workshops are always designed based on the Whole-Brain-Approach and the Learning styles. The TTM associates Whole
Brain Transformation methodology relies on the Action Learning Methodology and experiential tools that equip participants
with skills and help them to transform their behaviours in day to day actions.
OUR WAY - TTM LEARNING METHODOLOGY
Concrete
Experience
Feeling
Abstract
Conceptualisation
Thinking
Active
Experimentation
Doing
Reflective
Observation
Watching
Diverging
(feel and watch)
CR/RO
Accommodating
(feel and do)
CE/AE
Assimilating
(think and watch)
AC/RO
Converging
(think and do)
AC/AE
Processing How we
Continuum do things
Perc
ep
tio
n C
on
tin
uu
m
Ho
w w
e t
hin
k a
bo
ut
thin
gs
© 1986-1997 The Ned Herrmann Group
CULTURE & ENVIRONMENT IN WHICH
THE PROCESS IS APPLIED Futuristic
Opportunity-driven Academic
Results-driven
Task-driven
Traditional
Feelings-driven
Humanistic
co
ncre
te
Logical
Rational
Quantitative
Theoretical
Organized
Sequential
Procedural
Methodical
Visual
Conceptual
Simultaneous
Experimental
Emotional
Expressive
Interpersonal
Kinesthetic
A D
RIGHT LEFT
UPPER
LOWER
exp
erie
ntia
l
intellectual
instinctual
WHOLE BRAIN TEACHING & LEARNING MODEL
B C
verb
al
no
n-v
erb
al
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TIME, TRAINING DELIVERY & LEARNING RETENTION
Cyclic Left and Right Brain
dominance
require trainee
synchronization at
the start of the
training cycle.
The use of Journaling at the end
of each
day, combined with project
work at day
10 and day 40 will
ensure an optimal
80 % retention
factor.
SOURCE SCIENCE, KLEIN, 1976
SOURCE TONY BUZAN, USE YOUR HEAD
LEARNING RETENTION OVER TIME
OUR WAY - ADULT ADVANCED LEARNING TECHNOLOGY
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Consultants from
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TTM associates works with prestigious, global organisations from a diverse range of sectors:
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