In an environment of uncertainty and complexity, anti-fragility will allow you to create lasting success. That's a nice sentence and many people agree to this. And then the big question comes: how do you get there? how do these puzzle pieces fall in place?
Two months ago, I posted my leadership view on the four pillars for agility: customer value, purpose, relationships and experimentation: How to reach agility? Four Key Drivers for Leaders. Today, I want to come back to these pillars and share how they fit together.
The underlying premise is that your company is acting in an uncertain and complex environment. Now, in this uncertainty, you want that decisions are made fast and bottlenecks are removed. This means, you need to empower the people at the front to experiment and try out what might work - and learn. You need to increase their autonomy to allow your teams to run forward with high velocity.
Now, many people argue that this will only lead to chaos. Yes, and while we allow our teams to run forward, we need to ensure that they are moving fast in the same direction. The organisation requires an aligned and transparent understanding of the big picture purpose. Important, this is not a top down vision. I like to call it the collective dream which is evolving with everyone participating.
What is the key ingredient to this collective dream? Our customers decide if we are successful. That means, we need to create value for them. The company purpose and the different team purposes are highly influenced by how we are creating value to our customers. And this is based on a deep understanding of their needs and challenges.
The fourth pillar is about creating a platform that allows the teams to run forward in the right direction. This platform facilitates cross-silo collaboration which allows quick sharing of information and further eliminates barriers to speed and fuels creativity. Smooth collaboration is based on common goals and good relationships.
As a leader that drives anti-fragility, your role boils down to two things: bring the people together to define a meaningful and customer-focussed purpose. With this established, the second role is removing bottlenecks, providing resources and further driving motivation. Sounds easy and yes, it takes a lot of efforts to become this agent of success.
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.