Portland/ME, US - 1-day Agile Transformation workshop w/Daniel Mezick, organized by Agile Maine
26/04/2019, Portland/ME, US - double feature closing keynote at Agile Maine Day 2019 by Niels & Daniel Mezick
07/05/2019, Madrid/ES - Agile Madrid Meetup, organized by Kairos (to be announced)
27/05/2019, Wiesbaden/DE - 1-day Cell Structure Design Workout w/Silke & Niels, at Studio Red42
11/07/2019, Zurich/CH - 1-day workshop Thinking & Acting in Complexity, organized by HWZ
10/10/2019, Amsterdam/NL - keynote at Agile Consortium Netherlands Annual Conference
More events with Niels to be announced soon!
For inquiries on events, please contact email@example.com
Change is not a journey. Never has been. Trouble is: Change agents around the world have been imagining change as projects, programs, planned exercises to be "kicked off" and "implemented". We have interpreted change as difficult ventures, endlessly long hikes, and exhaustive trips. No more: Here are 5 key insights into the true nature of change (...)
The future of work is already here. Not only in the minds of some outstanding thinkers, high-minded idealists, quirky innovators and lofty utopians – or people like you who are reading this blog! No, the future of work and organizational leadership is tangible. It is out there in the real world: (...)
It seems like everyone is putting out some sort of theory on “Digital Transformation” these days – whether we want them or not. So much is being aired about this supposed revolution, and related phenomena such as digital business models, new work, and A.I. (...)
It was just a couple of hours ago that I saw an illustration here on my news stream on LinkedIn, about the differences between "the boss" and "the leader". Most of us have probably seen this kind of visual many times before: They invariably argue for "bosses becoming more like leaders", for "leaders becoming more transformational", (...)
Since the rise of the corporation at the dawn of the industrial age, much has been said and written about leadership, power, and structure in organizations. Some in the field of organizational research believe that developing a robust theory of leadership is an illusive, even utopian, undertaking. (...)
Most managers and business leaders aim to make their organizations flatter. They try to reduce middle management, to skim the amount of hierarchical layers, or they scrap internal bureaucracy in order to achieve more efficiency, more effectiveness, and more enterprise agility. The problem with this (...)
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