In an era of paradigm shift to skills-based organisations – the core fundamentals of capability haven’t really altered that much, but the way we are approaching it has.

We take a quick look at why the big shift is occurring, and some tried and true practical approaches that can support that shift – without causing even more disruption in the organisation or investing huge volumes of time and energy.

As Leaders and Management professionals, we understand the importance of building a skilled and engaged workforce. However, in our quest to equip our teams, we can sometimes fall into the trap of pigeonholing them by focusing solely on closing perceived skills gaps and neglecting their unique strengths. This one-size-fits-all approach, although more straightforward for the Leader or Manager to classify and assess, can stifle creativity, hinder engagement, and ultimately limit organisational growth.

Here are some tips to help you delve into the art of recognising strengths, expanding skills, and avoiding the trap of pigeon-holing employees.

It has been more than 20 years since the Agile movement was kicked off by the signing of the Agile Manifesto, and ever since that time, people have sought training to understand better the agile mindset and how to apply it. The ability to swiftly respond to change, innovate, and remain resilient in the face of uncertainty is no longer just a competitive advantage—it's a necessity for survival. 

SoftEd offers two courses aimed at equipping you with the knowledge and skills necessary to navigate the agile landscape: Agile Fundamentals and Business Agility Fundamentals. So how do I choose which is right for me?

“Transformation” is both a buzzword and a necessity for organisations today. The rapid pace of change and ongoing disruption means our organisations must be able to adapt and respond to external and internal pressures.

Sometimes this change is an ongoing evolution, adopting a kaizen (continual change for good) approach where many small adaptations result in significant shifts over time. However, sometimes the stakes are too high, the disruption too large and there is no time for the gradual adoption of new practices. 

How do you know which approach to take?

Adaptability isn't just a buzzword; it has transcended the realm of mere desirability; it has become an absolute necessity. In a landscape that constantly shifts and evolves, your ability to adapt is not just a bonus – it's the key to thriving. It's the difference between merely keeping up and being a trailblazer.

Now, you might be wondering, "How do I know if I'm truly adaptable in practice?"

Imagine if your business had a new starter with endless potential, ready to dive into any challenge you throw their way. This isn't just any graduate; it's Generative AI, a technology reshaping the business landscape with its unique capabilities and occasional, well-intentioned missteps.

Embracing the right technology can supercharge our effectiveness and efficiency, turning tasks that used to feel like climbing mountains into a walk in the digital park. However, we'd rather not find ourselves in a situation where the coffee machine holds more sway than the people in the office.

Hold on to your floppy disks (if you can still find them), because amidst this digital circus, it's high time we reminded ourselves that humans are more than just 'Ctrl+C' and 'Ctrl+V' enthusiasts! Let's dive into some of the limitations of technology in the workplace.

Owning a business allowed me to experience a wide range of employee engagement levels. This provided a front-row view into the pain and costs involved with losing employees. Today, I run a small division. We were working on a SWOT analysis and quickly identified losing employees as a major threat. While the impact may be more obvious in smaller organizations, employee turnover affects companies of all sizes. There are several dynamics that lead companies to undervalue current employees. Without a deep understanding of these dynamics, it is difficult for organizations to break this costly cycle.

“There’s one problem with silver bullets: They don’t (often) work” – Dan Cumberland     In my opinion, the current state of agile is entering an interesting phase in that “agile” has become “Agile” (and hence the silver bullet) with the focus more on vendor tools and frameworks without thinking…
In the whirlwind of today's ever-evolving world, change is like that uninvited guest who insists on staying. Whether it's trying to keep up with new technologies, riding the rollercoaster of market shifts, or managing unforeseen crises, one thing is clear: effective leadership through change is a…
   In the realm of product development, understanding the "why" is paramount. It's not just about building what is asked for, but comprehending the goals and outcomes of the initiative. This understanding is crucial for everyone involved, from the product managers to the developers and other…

Lean Portfolio Management (LPM) is an approach that integrates lean and agile principles to manage portfolios comprising projects, initiatives, and investments. As organizations seek agility at a larger scale, LPM presents an avenue to refine strategic planning, funding, and resource allocation.

Every organization is unique, and agility doesn't come with a one-size-fits-all manual. To assist the journey, the Business Agility Institute and ICAgile have co-developed guiding principles for Lean Portfolio Management. This article offers a deep dive into those principles...

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