Re-Minding by SEAC

Episode 23How do you become an Agile Organization? It is a blend mindsets (skillsets), toolsets and systems/structures (framesets). Before becoming an agile organization, a set of questions needs to be addressed. At what scale is the organization looking at? What skills and tools are required? What are the teams, metrics, and OKRs needed? What is the desired impact the organization is looking for? These are the steps in becoming an Agile Organization:People – diversity in talent, thinkers, change drivers, etc. Also consider if the environment is ready to support innovation.Designing a roadmap – what group, skills, and tools are required for your people.Launch and communicate the organization’s intent.Implementing each intervention to support the roadmap.Sustain – accumulate data and make iterations where it is needed.For further information, please contact us:Tel: (02) 028 9759Email: [email protected]: www.seasiacenter.com   #AgileOrganization #Toolsets #Mindsets #Skillsets #Systems #Structure #Framesets #Roadmap #Design #Interventions #Sustain

SEAC has partnered with Psytech Corporation in providing assessments for organization successors, leadership, organization agility, etc.  The assessment will measure 4 dimensions:Result Agility: individuals and teams’ ability to adjust to the organization’s objectivesThinking Agility: the flexibility in thinking and exploring new ideasInterpersonal Agility: capabilities and cooperationChange Agility: openness to changeThe assessment can measure all levels of the organization to identify gaps.  To fill in the gaps, SEAC provides a variety of services such as Outward Mindset, Growth Mindset, Agile Scrum Master (partnering with Simplilearn), Design Thinking (partnering with Stanford Center of Professional Development), and coaching for individual or group of executives.  This will set the foundations for an organization’s digital transformation. These are some of the services SEAC can assist organizations become an agile organization   For further information, please contact us:Tel: (02) 028 9759Email: [email protected]: www.seasiacenter.com #AgileOrganization #AgilityAssessments #Psytech #Outward Mindset #Growth Mindset #Agile Scrum Master #Simplilearn #Design Thinking

VUCA, the speed of change, the business landscape that is different, etc. are challenges of the modern organization.  How do organizations find solutions not only to survive but also thrive. Old beliefs, ways  of working, old structures may be needed be disassembled. Challenges may make an organization falter, but resilience, the ability to “bounce back” comes hand in hand with agility, it is the key ingredient of becoming an agile organization.  This comes back to the core capabilities of the organization.  Organization must have the ability to change quickly, make quick decisions, and move forward.  There are three attributes:Leadership, must be with the times, anticipate and have tactics and strategy to execute.The people of the organization. Skills can be developed, their competencies, have the courage to think differently and embrace challenges.The ability to frame. This consists of the organization’s structure, system, and process.These 3 attributes are essential, but another secret sauce to execute these three attributes, is the mindset of the entire organization and prepare for what ever storm or challenge lies ahead.  #AgileOrganization #Agility #Leadership #OrganizationStructure #Framing #Challenge #VUCA #Resilience #Speed #Quick

An agile organization is driven by external forces.  Well established organizations that used to have a legacy for decades cease to exist and were replaced with new companies.  What does this tell us? Past success does not guarantee success nor existence of the present and future.  When disruption hits, if an organization misses the opportunity to adjust, it may fall in the pitfall of failure.  Unlearning from the past successes, have the power to change.  Modern successes of agile organizations such as Kodak and SpaceX founded their success through:Looking for the end goal and grand objective.Unleashing the capabilities of the people and its talent.Knowing the tools of innovation within the organization.To create an organization is to be free of the old culture constraints and are open to new ideas. That is the capability of the people’s passion and their capabilities.#AgileOrganization #PastSuccess #Objective #PeopleCapability #Innovation #NewIdeas

For more than 27 years SEAC has helped organizations develop, enhance their people’s capabilities, and discover new ways of working.  Policy alone is not enough for change, but the people within the organization are the driving force to make change happen.  Mindsets and skills are what organizations need to equip their people to drive change.  SEAC has partnered with Journey To Newland, and created an upgraded version New Me New Land which is a course to help people in organizations discover new ways of working.  What makes this course work?uses a story in the experiential workshopcontextualized to the participantsparticipants continuously reflect on old things to unlearn and new things to learninspires them to lead self and others #JourneyToNewland #NewMeNewLand #Story #ExperientialLearning #DriveChange

The steps in new ways of working are:People must have a “buy in” with the organization’s” initiative to change. Not merely an announcement of policy, but the organization needs a story to create the feeling, the urge, the inspiration for everyone to want to see the organization succeed.Ensure people have the same vision of the future. Identify goals both short- and long-term. Be specific of what is desired and what needs to be discarded.  Have a common language where open dialogue is encouraged.  No one knows what the future or new ways of working will look like, but provide tools for your people to show them how it’s done.Always celebrate quick wins, but also celebrate failure and learnings along the way. When experimenting with change that is uncertain, it may be frightful, but those people that step up and have courage to try new things should be rewarded. This creates both morale and momentum for the rest of the people within the organization.#ExperimentWithWork #InspirePeople #OpenDialogue #Unlearn #Experiment #QuickWins #CourageToChange #Morale #Momemntum

Disruption is something very close to us, we have to change, but change is hard.  The speed of external changes is both fast and ambiguous.  The business, competition, and customers are different.  When we encourage the people within our organization to change, we may begin with the selected group and eventually the entire the organization, it may be too slow.  Sometimes an organization’s past success won’t guarantee success in the future and even become an impediment for changing the way people within an organization work.  Organizations must early on realize the things that they need to unlearn and seek newer ways of working.  The present’s world is unclear, but even a vague picture is good enough for a start to try new things and experiment the way forward.  #SpeedOfChange #PastSuccess #NewWaysOfWorking #Ambiguity #ExperimentWithWork # Unlearn

Once leadership knows that the speed of change has impacted their business, they know they need to change, and cascade a ‘change in working’ throughout the organization.  Firstly, people within the organization often feel that they are changing the way they work, they claim they are adjusting, but in fact they are still doing work the same way.  Or secondly, they understand change is needed but they don’t know how to do it.  So what are the “new ways of working?” It is defined as the way, or the new way people cooperate to answer the needs of the organization.  In doing so it enables an organization to be both agile and flexible.  In the past an average organization can last 3 to 4 decades, in today and the future, for an organization to be able to survive, it must find innovative ways of working. The business world is both complicated and complex, both terms sound similar but are different.  People in organizations are finding that the challenges they face are more complex, solutions are not easy to find, but continuous experimentation is the only way forward.   #Change #Agile #NewWaysOfWorking #Flexible #Adaptability #BusinessLifeSpan #SCurve #Complexity #Complicate #InnovativeWaysOfWorking

Thai Leaders are going to have a tremendous challenge after COVID is over, and even more challenging are these leadership attributes cannot be created overnight.  It will require a completely new way of leadership development to do so.  In this episode we will focus on two specific things 1) a framework for leaders to develop going forward 2) SEAC’s Agile Leader.  Classroom learning and e-learning will not be fast enough to cope with global competition and disruption.  Too often a two-day course is created, and leaders are assigned to attend them.  But what is lacking is empathizing with these leaders, seek what they need, have the support throughout their learning journey and an ecosystem to support them.  This  is why SEAC has created a process called 5 Phase (Introduce and Enroll, Baseline and Measure, Engage and Inspire, build and integrate, consolidate and sustain) 4 Lines (Online, Inline, Beeline, and Frontline) to support this need.  With over 15 global partners such as SCPD, Ken Blanchard Companies, Erikson Institute, Arbinger Institute SEAC ensures all Thai leaders at all levels can cross the skill gap into the future.#COVID #5phase4lines #BeginWithWhy #Online #Inline #Beeline #Frontline #SCPD #KenBlanchardCompanies #ArbingerInstitute #Leadership

In this episode we will be continuing the final 3 of the 6 Attributes of Leading in the future.  These three are: leading to simultaneously in the short and long term framework, leading to restore confidence and trust, leading into the future through continuous learning.  Leading to simultaneously in the short and long term framework is managing time.  With today’s fast paced world, time may be a challenge in managing both resources and people.  Leading to restore confidence and trust, due the deteriorating of trust of the preset it is essential that leaders must learn how to regain it.  This attribute can be established through the consistency of a leader’s communications and completing promises, that his how your people give trust to you.  The final attribute leading into the future through continuous learning.  The notion of knowing it all can no longer exist, but a leader must always be a student and their job will evolve constantly.  Collaboration within the organization has to be encourage.#LeadingInTheFuture #Confidence #Trust # Time #Leader #Collaboration #ContinuousLearning