The divisional general manager looked at me quizzically as we discussed characteristics of agile organizations. I could see the manager, who had led several thousand people over two decades, was struggling to process such notions as autonomous teams, rapid experimentation with unknown risks, and inviting customers into “backroom” design discussions.
In today’s dynamic markets, leaders need very different mindsets from those used to manage traditional organizations in less-demanding times. We find that three primary mindset shifts are required to lead agile organizations designed for innovation, collaboration and value creation.
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