Organizations’ Learning Journey

Embark on a Shu Ha Ri journey—an ancient Japanese path rooted in martial arts, offering personalized growth. Shu, the foundation phase, mirrors a moose learning from a guide. Ha means freedom, exploring variations like a moose dancing and flying.

Progressing to Ri, the moose embodies innovation. Similarly, we evolve from learners to creative leaders, forging unique paths. Embrace Shu Ha Ri as your compass, where stages aren’t linear, but open to your interpretation.


Shu

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Begin your coaching journey with a structured foundation. Similar to a moose under expert guidance, this phase imparts foundational coaching principles and techniques, ensuring a strong coaching framework.

Shu

Shu

Explore the foundational framework of organizational dynamics. Similar to a moose standing beside a chart, this phase delves into understanding roles, hierarchies, and operational structures.

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Ha

Embrace organizational flexibility and adaptability. Just as a moose interacts with different departments, this phase encourages fluid collaboration, adaptiveness, and cross-functional integration.

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Ri

Witness the emergence of an innovative and empowered organization. Like a moose at the center of a thriving ecosystem, this phase focuses on self-directed teams, empowered decision-making, and sustained innovation.

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Business Agility with Bob Galen

Lately, Product Owners and others have been seeing and hearing a lot about "Business Agility". What does that really mean? To help explain and explore the concept and what it means for PO's Bob Galen joins us once again to talk about his writings and experience with the concept and where it came from.

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Value Stream or Organizational Structure?

Value Stream or Organizational Structure? You must do both simultaneously, understanding that they are complex and interrelated. Understand that the organizational structure will iterate, so don’t try to get it perfect at the beginning. And I’d argue the views on value streams will also vary.

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Oxymoron?

If your organizations is moving down the road to aligning with agile principles and the mindset. Then you really don’t need project managers and a PMO.

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Did we need a more diverse Agile Manifesto?

I’m not suggesting we need to do something to the Manifesto. What I am suggesting is that when you explore agile in your corporate context and you review the Manifesto, related methods, models, frameworks, etc. that you do it from the perspective of as broadly diverse a team as possible. We really need to move from 17 middle aged white guys setting the tone for a revolution to a much more inclusive and nuanced group. And it could start with you.

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