敏捷领导力和业务敏捷性
Agile Leadership and Business Agility
- 1 - Welcome to the Course
- 3 - Introduction to Module 1
- 5 - Large Animals Extinction Events
- 6 - Exploring and Exploiting
- 8 - The 20th Century Exploiting with Effciency
- 9 - VUCA
- 11 - The Impact of VUCA
- 12 - The 21st Century Exploring with Agility
- 16 - The 6 Enablers of Business Agility
- 20 - Introduction to Module 2
- 22 - The History of Management
- 24 - The Agile Leadership Mindset
- 25 - Leadership Agility
- 29 - Decentralising DecisionMaking
- 30 - The Neuroscience of Agile Leadership
- 31 - The SCARF Model
- 33 - Creating the Environment Part 2
- 37 - Introduction to Module 3
- 38 - The Value of Culture
- 40 - The Competing Values Framework
- 43 - Culture Business Agility
- 44 - Assessing and Shifting Culture
- 49 - Introduction to Module 4
- 50 - Why Structure is Important
- 51 - What is Most Important to You Part 1
- 54 - Principle 1 Customer Centricity
- 55 - Principle 2 Small CrossFunctional Teams
- 56 - Principle 3 The Network of Interconnected Teams
- 58 - Creating High Performing SelfManaging Teams
- 59 - Principle 4 Ambidextrous Organisations
- 64 - Introduction to Module 5
- 65 - A Story of Employee Engagement
- 67 - The Employee Engagement Gap
- 68 - How We Disengage Employees
- 71 - How to Build Engagement
- 73 - Reinventing HR Practices
- 77 - Introduction to Module 6
- 79 - The Purpose of Governance Part 2
- 80 - The Key Assumptions Behind Traditional Governance
- 81 - The Lifecycle of a Gold Mine
- 82 - Reinventing Governance from Projects to Products
- 83 - The Search Phase
- 84 - The Develop Phase
- 85 - The Key Assumptions Behind Agile Governance
- 89 - Introduction to Module 7
- 91 - Why Most Organisational Change Fails Part 2
- 94 - The Business Agility Canvas
- 95 - Working with the Business Agility Canvas
- 96 - 7 Principles for Leading Complex Change