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1、AdaptiveLeadershipAccelerating Enterprise AgilityJimHighsmithAdaptiveLeadership“Tocreateaprofileofdexterousorganizations,wegroupedthoseCEOswhorecognizedthevalueoffastdecisions,aniterativeapproachtostrategyandtheabilitytoexecutewithspeed.”EnterpriseAgil
2、ity(IBM,2010)Theagilemovementhasmadeenormousstridesinthelastdecade,greatlyimprovingsoftwaredeliveryandcreatingmoreEnterpriseAgility3Oneofthekeyquestionslookingatthesefactorsis“howdosatisfactoryworkenvironmentsinmanyorganizations.Thewetrainpeopletodoth
3、esethings?”InConnectingtheDots,CEOs&CIOsfocusonAgility3nexthorizonisextendingagilityfrombasicsoftwaredeliverytoHarvardBusinessSchoolprofessorWarrenMcFarlanandBusinessAgilityNeededinTurbulentTimes3continuousdeliveryandintothebusinessitself,utilizingthe
4、consultantCathleenBenko(McFarlan&Benko,2003),useadvancesindeliveringsoftwarefeaturesearlyandoftenintoResponsivenessandEfficiency4atransformationofbusinessestodelivercompletesolutionsthreecriteriaforprioritizingprojects:short-termobjectives,long-termobj
5、ectives,andtraitobjectives.Thelastofthese,ContinuousDesignanddelivery&strategicimpact4earlyandoften.Thedriversforthis,aswewillsee,comefromatraitobjectives,isnotaboutcapabilitiesbutmind-setorgrowingfocusofCEOsontryingtosurviveandthriveinaworldLevelsofA
6、gility:Strategic,Portfolio,Operational6mentalmodels.Theyspeaktothefutureandthepersonalandofgrowingcomplexity,complicationandfastmovingcompetition.managerialmentalmodelsthatwillpowerorganizationsintotheTheChallengeofAdaptiveleadership6future.Agileproje
7、ctsandadaptiveleadershiparemoreaboutHowever,achievingenterpriseagilityrequiresadifferentstyleAdaptiveLeaderActions7alteringmentalmodelsthanpracticesandprocesses.Agilityisofmanagement—anadaptiveleadershipstyle.Thispaperisatraitobjectivethatwillhelporga
8、nizationsrespondtobusinessSpeed-to-Value7thereforedividedintothreemaintopics—describingtheneedforcomplexityandcomplication.Agiledeliveryprojectsandtheirenterpriseagility;identifyingwhatadaptiveleadersneedtobeTheAgileTriangle7impactonthewideror
