Tempo and rituals are key to this unlock, as lots of 'traditional' organisations attempt to move the majority of their operating model to a 'flow'(ish) dynamic, yet the financial planning rituals, the planning cycles (annual/quarterly) remain the same and the pace for 'sign off' (aka: permission from your parents) to try new things (big or small) remain.
As the saying goes: 'status quo has inertia on it's side', so therefore from my experience some of the Kotter (https://www.kotterinc.com/methodology/8-steps/) change principles are required alongside a mindset that forces a new way of thinking, operating, working for EVERYTHING that is in place ... then decide to keep, change or bin.
A key question here is tempo*. Most organizations are locked into rigid annual budgeting and planning cycles that are the opposite of agility. We need to purposefully break those.
Tempo and rituals are key to this unlock, as lots of 'traditional' organisations attempt to move the majority of their operating model to a 'flow'(ish) dynamic, yet the financial planning rituals, the planning cycles (annual/quarterly) remain the same and the pace for 'sign off' (aka: permission from your parents) to try new things (big or small) remain.
As the saying goes: 'status quo has inertia on it's side', so therefore from my experience some of the Kotter (https://www.kotterinc.com/methodology/8-steps/) change principles are required alongside a mindset that forces a new way of thinking, operating, working for EVERYTHING that is in place ... then decide to keep, change or bin.
A key question here is tempo*. Most organizations are locked into rigid annual budgeting and planning cycles that are the opposite of agility. We need to purposefully break those.
https://tempo.substack.com/p/dont-tell-me-your-strategy-budgeting
*Someone should start a Substack on that.