Sublime

People have a limited velocity to unlearn and relearn. The pace of change cannot be forced; it can be nurtured. People adopt change in the shape of a normal, cumulative probability distribution (i.e., an S-curve), starting with the natural Innovators. Improving ways of working needs to be safe-to-learn and within risk appetite. Middle management ar

Governance is about keeping our organization on course. It is the primary responsibility of the board of directors, but it applies to all people and other entities working for the organization. It requires the following concepts and principles to be applied at all levels: Responsibility Each individual is responsible for the activities, tasks, and

Create an organizational system whose foundation is managers-as-teachers who apply and teach lean thinking, manage to improve, promote stop-and-fix, and who practice Go See. Add the two pillars of respect for people and continuous challenge-the-status-quo improvement mindset.

“Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.”

Greitens constructively applied the principle of taking small steps that are under your control as you progress toward a big, compelling goal; focusing on results while being creative about the means to achieve them.

As the singers settle into their seats again, I sum up the point of the exercise: It is the middle way between chaos and rigidity—the flow of independent voices linked together in harmony—that maximizes both complexity and vitality. This is the essence of integration.

In order to maximize positive outcomes, everyone, especially those in senior roles who have a disproportionate impact on organizational culture, need to (1) be more leader and less commander, (2) foster psychological safety, and (3) leverage the fact that product development and organizational change is emergent, not deterministic. There is a need