The agility lab is a customised service we offer to our clients to achieve higher agility within their workforce.

Why agility? When managers and employees embrace agility, they understand that change is not inherently bad but is all around them and is part of daily life. They understand in essence that intelligence can continuously be developed, and that change is part of that development. Managers who have experienced the Agility Lab focus on improvement instead of worrying about how smart they need to appear or how much they have to cling to an existing status quo. They work hard to learn more and to build a changing future. Based on the research of Dr. Carol Dweck of Stanford University’s, we know that managers who learn agility in our agility lab show greater creativity and innovation in their jobs and lead their employees with greater inspiration.

What does an Agility Lab look like? In our Agility Lab we work together with participants to rediscover agility as we once all knew it when we were younger. We look into the theory of growth mindset & fixed mindset by Dr. Carol Dweck and look at how continuous flexibility and adaptability can be taught as a specific skill like any other e.g. a language or mathematics.

We go beyond training Agility and look at how we can make this newly learned skill as part of a new routine through habit forming. We accompany participants on their journey after the Agility Lab by giving them exercises and post-lab experiences to share with each other so they can see how they can apply their newly learned agility in the workplace and in the management of their teams.

Agile Leadership for VUCA environments

Enhance the strategic significance of foresight and insight as well as the behavior of groups and individuals in organizations

• V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts.
• U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events.
• C = Complexity. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization.
• A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.

How to present the VUCA context to managers & employees without frightening them?

• Anticipate the Issues that Shape Conditions
• Understand the Consequences of Issues and Actions
• Appreciate the Interdependence of Variables
• Prepare for Alternative Realities and Challenges
• Interpret and Address Relevant Opportunities?

We have developed Agile Leadership for VUCA  environments in which our clients can apply our Agile Leadership techniques to their own business model.

It allows them to envisage their leadership values in their current and future state and creates a culture of agility and flexibility needed in today's environment.

Our Agile Leadership in VUCA is a practical code for awareness and readiness.