The schedule of current courses (online and classroom) is here

Online introductory courses

Value to Values: New Ways of Thinking 
Human Systems Agility: New Ways of Working 
The Open Manager: New Ways of Managing
Hack the Org: Advancing to New Ways 
The Epicentre: New Ways of Managing IT
Sales Agility: New Ways of Selling
Teal Unicorn’s New Ways of Consulting

Introduction to agile Enterprise
New Ways Of Working: the agile Enterprise
agile Enterprise Study Group
Diggers workshop
The Message workshop
Pagoda workshop
Introduction to The agile Manager
New Ways Of Managing: the agile Manager
New Ways Of Managing: The Advanced agile Manager
The Open Manager
The Unicorn Management Model
Collaboration Rituals
Agile Communications
Team Dynamics
Employee Engagement
Policy for Agility
Agile Organisational Structures
How to Advance to Agility
Agility for Senior Executives
Know Kanban

Online introductory courses

From time to time we run introductory courses online, 2 hours a day for 5 days per course. The little coloured bands show that each one includes a summary of the previous ones so they stand alone. These can be provided on demand to clients as well for large scale introductory training. They are also available as a video-based course for corporate clients. For upcoming courses, check our news feed.

We have a diverse community join in from around the world, with activities, discussions, exercises, reading, and presentation.

Value to Values: New Ways of Thinking 
Human Systems Agility: New Ways of Working 
The Open Manager: New Ways of Managing
Hack the Org: Advancing to New Ways 
The Epicentre: New Ways of Managing IT
Sales Agility: New Ways of Selling
Teal Unicorn’s New Ways of Consulting

What attendees are saying
  • If you’re interested in getting insight into new ways of thinking and working…highly recommended.  Nick Pharo.
  • It stretched my thinking into new areas that I had not previously considered. Ziaan Hattingh
  • amazing 3 night course rob 🙂 very thought provoking 🙂 i’ve really enjoyed how you’ve articulated it all
  • very very good training Rob – from another veteran trainer

 

Value to Values: New Ways of Thinking 

Something’s going on… If you’re interested in the philosophy that is reshaping work, this course is for you, whatever industry you work in and at whatever role.

An exploration of the underpinning concepts that have led the world to new ways of working and managing (and social behaviour – this is a cultural shift for humanity).  We are not philosophy experts – this is our summation of these ideas as we understand them, a layperson’s view.  These are the models that set the vision, values, and principles of Teal Unicorn. Our mission is to make work better for as many people as we can: better results, better lives, better society.

    • Equip yourself with the concepts to understand the crazy new ways happening around us: shareholder capitalism, holacracy, four day week, servant leader, mindfulness, Chief Happiness Officer, Agile, #noProjects, Teal coaches, remote working… 
    • Get a foundation for our other New Ways courses (not essential for those courses but useful if you are serious)
    • Grow your self awareness. Get new directions for your curiosity.

Human Systems Agility: New Ways of Working

Everywhere, the world of work is changing rapidly. This course is for anyone who wants to understand these new ways. You may be new to the concepts, or you may already have an understanding – this course will provide perspectives for everyone.

An introduction to the shift in thinking which is creating new ways we work: Human Systems Agility = diversity, empowerment, open leadership, transparency, ethics, complexity, systems theory, flow, Lean, Agile, uncertainty, change, safety, antifragility, improvement… We will look at how these ideas introduce new ways of improvement, system flow, and agility. Then we discuss how to advance to new ways of organising our work: rituals, decision making, planning, products and services,  projects, and the  operating model.

    • Deal with the challenges  to your own principles and practices about work. Convince yourself that this stuff works, already, around the world.
    • Get on the leading edge of work practices: agile teams, open leadership, flow of work, improving complex systems, safety thinking, risk and resilience…
    • Learn ways to improve work right away, and into the future: better results, better lives, better community.
    • Understand that this is not hypothetical, it’s already mainstream.
    • Think about what it means for you and your career.

The Open Manager: New Ways of Managing

This course is about managing, for managers and for those who want to understand what they are dealing with.

Management is one of the last areas to see progress in new ways. And yet the change is as extensive as on new ways of working. This is Teal Unicorn’s focus: unlocking the ways of managing to allow the work system to change, in order to adopt new ways of working. We provide an introduction to the behaviours (e.g. servant manager) and practices of management (e.g people management) that are affected by the new ways of thinking, and how a manager can advance themselves and their organisation.

    • Understand how management thinking needs to change.  Empathise with the challenge this presents.
    • Learn about the new ways of managing.
    • Explore the impacts of new ways of thinking on management activities.
    • Understand that this is not hypothetical, it’s already mainstream.
    • Think about how you change personally.

Hack the Org: Advancing to New Ways

This course is for everyone involved in “transformation” of work, whether you’re expected to make it happen or have it done to you.

Once you understand the new ways, you understand that there are no formulas, no templates, no answers.  In a VUCA world, we explore our way forward. We advance, not transform. This course looks at what organisational change looks like in new ways. Then we present an overview of our Unicorn Management Model: how to influence the work system and hack the organisation to get to new ways of managing and working. 

    • Understand why we can’t predict future states, nor confidently predict our journey.
    • Learn how to move the organisation forward to better ways of managing and working.
    • Get our proprietary models for making sense of the journey, and for developing options and experiments to advance.
    • Consider how you will develop to take advantage of these new ways.

The Epicentre: New Ways of Managing IT

No matter where you work within Information technology (IT), this course will be of interest. The course does assume you understand conventional IT ways of working and managing. It will then update you on the developments of the last decade or two.

Many of the new ways of thinking were grown in the IT sector and then spread. Most of our courses are more generally applicable across the organisation, but this course focuses on the impact of new ways on IT work specifically. We drill down to look at the implications of the new ways for how we manage the work within Information Technology: customer relations, demand management, technical debt, visualisation, flow, reporting, Agile, Scrum, scaled Agile, DevOps and DevSecOps, testing, automation, funding, audit, career paths, development, and wellbeing.

    • Understand the principles that drive the new IT work models.
    • Understand that this is not hypothetical, it’s already mainstream.
    • Unpack how our processes and operating models have changed.
    • Get up to date on the latest incarnations of new ways in IT, such as Modern Agile, Camelot, ITIL4, Promise Theory.
    • Develop plans for your next steps to improve your work.

Sales Agility: New Ways of Selling

This course is for anyone in any role in a sales organisation,and any kind: account selling, opportunity sales, retail, or resellers.

It looks at the conventional ways of selling, and their challenges, before showing how the world’s new ways of managing and working have a radical effect on sales work. Everything from strategy to commissions should be re-thought to achieve better sales: better results, better lives, and better society.

The sales sector is only beginning to explore what new ways of selling look like. Many interpretations look much like conventional sales, with an overlay of the Scrum method or the Agile Manifesto, two popular artefacts. Without truly embracing the values and principles of new ways, it is “painting the pig”. Teal Unicorn are pioneering a reboot of sales based on cultural advance, liberated work behaviour, focus on getting work done, rapid and fluid response to changing conditions, and accelerated results.

    • Review – and maybe learn something new about – conventional ways of selling.
    • Learn the new ways of working and managing.
    • Explore new ways of selling.
    • Learn our Make The Most method of opportunity qualification.
    • Find out about our experiment programme, to test these new ways with minimum risk, and share the results anonymously with others.

Teal Unicorn’s New Ways of Consulting

Consultants of all kinds will be interested in how Teal Unicorn approach our own consulting business. We work to the same principles that we consult about: the New Ways of Working.

    • Understand the changes to all forms of working and managing.
    • Reflect on how these affect consulting, with the example of how Teal unicorn chooses to apply them.
    • Plan your own advancement in ways of consulting.

 

Introduction to agile Enterprise

This one-day course covers major underpinning principles that practitioners need to grasp, to advance towards new way of working. It equips you to adopt new ways of working: all about the “why”, none of the “what” or “how”.
We will go through ten major principles, with discussions and small games to get our heads around them (and more principles associated with them)
• Trust people. Embrace diversity. Assume goodness.
• Restore humanity. People first.
• Collectively we hold the solutions.
• Customer focus. Quality is everybody’s responsibility. Work has no value until delivered.
• Understand and optimise the flow of value.
• Limit work in progress.
• Failure is a normal part of work, and a source of learning.
• The future is unknown. Navigate ambiguity. Plan only as necessary. The only way to know is to do.
• Agility is about how fast we change.
• It is more important to improve work than to do work.

Most people are challenged by at least one of these ideas. Without understanding these principles, people can think it is madness, and they may obstruct change (and look silly). Even those who think they get it, often haven’t actually internalised these concepts. For an organisation to change, our principles need to change.

We introduce each principle, unpack its implications and corollaries, talk about what these principles mean for the ways that we manage.

This course is particularly suited as a starting point for anyone launching into new ways of working. (There is a specialised version of this course for managers, executives, and governors).

New Ways Of Working: the agile Enterprise (small a)

Change is now the permanent state, not an event. There is never any stable static state. Everything is constantly evolving, driven by a massive thinking+science+technology engine. More scientists are working now than have ever worked in total in the past. The internet connects us and accelerates sharing as never before. Digital, biological, and materials technologies create new possibilities daily. Often, as a result, society itself is changing; new values, new ways of thinking and acting. This presents significant risk for all organisations. We must work in new ways. To change the work we must change how we manage; how we think about management. What got you here won’t get you there. There are new ideas which are changing business, government, and not-for-profit organisations, big and small: Agile, Safety Culture, servant manager, transformational leader, open space, invitational, promise theory, complex systems, sustainability, and more… They all aim for “better value sooner, safer, happier”. We simply call them the New Ways of Working. Along the way, Agile is resurfacing (and standing on the shoulders of) the ideas of Lean, which ironically go back pre-second-world-war; and Agile is drawing on the principles of complex systems and the modern understanding of human behaviour and social constructs.

This three-day course provides an introduction to all the concepts of the new ways of working and managing, which we organise as Human Systems Agility:

  • Human: people, humanity, wholeness, culture, sharing, empathy, diversity, inclusiveness, egality, trust, integrity, authenticity, open, transparency, learning, mastery, pride, empowerment, freedom, authorisation, servant manager, safety, wellbeing, health. [states]
  • Systems: customer, value, flow, feedback, quality, lean, streams, iteration, networks, complexity, chaos, antifragile, shift left, teams, organisation, collaboration, ritual, sharing, resilience, human error, holistic, data, science. [artefacts]
  • Agility: ambiguous, uncertain, iterate, increment, experiment, explore, observe, adjust, fluid, improve, curious, embrace failure, fail fast, small, granular, simplify, flexible, pragmatic. [actions/adjectives]

Through lectures, games, exercises, and workshops, the attendees will learn about:

  • the impact of change as a constant, and complex systems theory
  • the tools we have to change how we work – and manage the work – to deal with them: complexity, netwroks, humanistics, Agile, and the Open movement
  • management as the key to advancement
  • new ways of managing
  • new ideas of work and management, under 12 headings: People, Customer, Culture, Trust, Transparency, Slack, Flow, Science,
    Complexity, Agility, Failure, Improvement
  • ways and means to advance the organisation towards these new ways of working and managing

You will develop a personal action plan, personal development plan, and strategies for your own organisation.
All attendees will get a copy of our book.

At the end of this course, attendees will

  • learn some of the primary models for new ways of working.
  • see new ways of managing as the key to unlock the advance.
  • have methods for advancing the organisation towards the new ways of working and managing.
  • understand why work needs to change.
  • understand the philosophical underpinnings that drive this social change.
  • have a wide range of new areas to explore for personal and career development.

This course is of general interest for anyone exploring new ways of making work better:

  • executives
  • governors
  • managers
  • stakeholders: HR, finance, audit, PMO, etc
  • practitioners, workers
  • consultants

agile Enterprise Study Group

This ten-week programme enables students to explore and absorb the ideas from our training courses. Even with the best of instructors, students retain less than half of what they hear in a course. These New Ways overturn our beliefs, principles, and hence knowledge of how we work and manage work. That’s a deep impact on us which is never finished after a few days of training. It takes years. This programme gets you started on a lifetime of exploring these deep domains of knowledge underpinning this renaissance in work.

  • An online seminar for 3 hours on Zoom (each course will be scheduled to suit particular timezones: USA/Europe and Asia/Pacific. Students will usually vote.)
    • 1 hour of reflection from students
    • 1 hour presentation and exercises tailored to the reflection
    • 1 hour q&a and discussion
  • Homework study guide with reading materials, including extracts from The agile Manager book, posted in Facebook group page.
  • Practical activities to try.
  • Access to a recording of the seminars.
  • Discussion chat on Zoom Chat and Facebook/messenger.
  • Personal support and coaching from the instructor.

Students are expected to form study groups. Within the framework of the weekly topics, students self-direct their study during the week to areas relevant to them. So, for example, a study group of finance managers might get together to focus on the financial aspects each week.

The content will vary over time (it’s an agile course), and on each iteration based on students’ prior knowledge. In general, the weekly topics range across subjects like

  1. Change, Complexity, experiment, failure, antifragile
  2. Improvement, learning, feedback, science
  3. Humanity, culture, values
  4. Management, trust, servant
  5. Transparency, visualisation, kanban
  6. Invitation, ritual, open, lean coffee
  7. Agility, Agile, Scrum
  8. Flow, slack, gemba
  9. Management practices, functions, and organisation
  10. Advancement, Unicorn Management Model, risk
  11. Renaissance, personal journey, reflection

Because content varies, students will benefit from attending multiple times. They can self-select their focus on each week’s topic, so each time round they learn more.
Repeating students get a 50% discount.

This course is suited for anyone thinking about improving work.

Outcomes:
Attendees will

  • do a deep dive into the theory behind new ways, as their interest leads them.
  • learn practical skills for improving work.
  • build knowledge and resources to help improve.
  • grow personally: these aren’t techniques, they are new ways of thinking and behaving.

Diggers™

Diggers is a coaching event (usually one day) with work simulation tools built around a factory making diggers (excavators). The simulation is constantly growing, across New Ways Of Working, demonstrating:

  • multiple modes of working: project vs product, factory vs development
  • fluidity of work: pull, get out of the way, skills not roles, maximise work not done
  • it’s about the system: value, value stream, visualise work, remove waste, optimise
  • empower people: trust, respect, design the work, shift left, reward
  • new ways of management: servant leader, go to gemba, autonomy and purpose
  • continual improvement: failure, reflection, measurement, learning, fast feedback, defects over new
  • theory of work: complex systems, antifragile, Agile, Lean, DevOps

More about diggers

The Message™

The Message is a work simulation workshop offering experiential learning to reinforce the theoretical ideas in our training courses.
Students collaborate in multiple Agile teams to produce a shared result, entirely self-organising without management.

See, learn, and prove to yourselves that many small teams can work together effectively.

This one-day workshop needs a minimum of twenty-five attendees, preferably forty, and has no upper limit on size.
You will also need a venue of at least 2.5 sq.m. per attendee.
More about The Message

Pagoda

Coming soon!!
Pagoda is a work simulation workshop offering experiential learning to reinforce the theoretical ideas in our training courses.
Students build pagodas out of plastic cups, exploring how different functional teams can collaborate to deliver work.

More about Pagoda

Introduction to The agile Manager

This one-day course covers major underpinning principles that managers need to grasp, to manage or govern the transformation to a new way of working. It equips managers to understand, make, and approve decisions on new ways of working: all about the “why”, none of the “what” or “how”.
We will go through ten major principles, with discussions and small games to get our heads around them (and more principles associated with them)
• More important to improve work than to do work
• Work must be sustainable
• You can’t fix a complex system
• Navigate uncertainty and ambiguity
• Trust people
• Success is achieved through failure
• Product not project
• Shift quality left, bake it in
• Get out of the way of the flow of value
• Do less to do more
Most conventional managers are challenged by at least one of these ideas. Without understanding these principles, managers are prone to think their staff are “on drugs”, and they may obstruct change (and look silly). Even managers who think they get it, often haven’t actually internalised these concepts. For an organisation to change the managers need to change.

We introduce each principle, unpack its implications and corollaries, talk about what these principles mean for the ways that we manage.

All attendees will get a copy of our book.

This course is particularly suited as a starting point for executive and middle management, and governors of the organisation, and those tasked with making the change, owning the change, or approving decisions.Almost every day I think of what to do to be more agile. I will use some games in the classroom to play for this year’s summer holidays. I have warehouses and construction sites I tell to myself that I have to go to Gemba more. So it will be more travelling than before.
And the latest is seeing so many things that are unknown and not knowing
-Owner and CEO, manufacturer

New Ways Of Managing: the agile Manager

This 3-day course provides intensive training and discussion of the new ways of managing and working in agile organisations dealing with constant change.
There is a suite of new ideas transforming work: Agile, Safety Culture, servant manager, transformational leader, open space, invitational, promise theory, complex systems, sustainability, and more… They all aim for “better value sooner, safer, happier”. We simply call them the New Ways of Working, or Human Systems Agility. Along the way, Agile is resurfacing (and standing on the shoulders of) the ideas of Lean, which ironically go back pre-Second-World-War; and Agile is drawing on the principles of complex systems and the modern understanding of human behaviour and social constructs which emerged in recent decades.

Too often, management views the advancement (we don’t like “transformation”) to New Ways as something done to improve the practitioner workforce, not management. This can’t be. For an organisation to change, the management must change. To change the work we must change how we manage; how we think about management. This is one of the biggest issues facing organisations moving to new ways of working. Managers must understand and focus on empowerment, collaboration, agility, and flow. Why do we focus on management? Because we see it often neglected, and because it is the key. This course is about the impact of these new ways on management in the modern enterprise – how to change your ways of managing.

Benefits:

  • A direction for your own personal journey.
  • Actionable strategies, tactics, and activities to take back to your organisation.
  • Networking with a small group of like-minded local managers on the same journey.
  • Secluded, casual setting removed from the work environment provides opportunity for focus and reflection.

The offering:

  • Training and facilitation from a pair of experienced consultants working in two countries to advance organisational agility: Rob England and Dr Cherry Vu.
  • Ongoing online (or meet-up!) discussion groups for mutual advice and support. The course includes five follow-up group sessions of up to 2 hours. These will be every second Tuesday evening (negotiable with the group) following the course, using Zoom. If desired we will also meet in Wellington CBD for these sessions.
  • Individual support by phone for the three months to answer any questions or talk over any issues you have.
  • Extensive personal study resources, including both online and access to our large library.

The course covers:

  • New ways of thinking
    • Human: People, Customer, Culture, and Trust.
    • Systems: Transparency, Slack, Flow, and Science.
    • Agility: Complexity, Agility, Failure, and Improvement.
  • New ways of managing
    • understand and embrace the ways that management is changed by complexity, Agile, Lean, and Open concepts.
    • achieve personal change to adopt and demonstrate the principles of servant manager.
    • promote and foster advancement in the organisation and its staff.
  • Advancing to new ways
    • Advancing yourself
    • Advancing culture and thinking
    • Advancing management
    • Advancing work
    • Patterns we have used with success

with exercises, Q&A, workshops, and discussion to consolidate and extend the ideas.

The Unicorn Management Model

This three-day course takes us through Teal Unicorn’s model for changing the ways of working and managing in order to achieve enterprise agility.

  • Why new ways
  • The agile Manager
  • Three insights
  • The Unicorn Management Model
  • Evolving the system
  • Principles and aspirations
  • The improvement machine
  • Getting to new ways

Attendees will develop an in-depth understanding of how to improve the ways of working in their enterprise, in order to increase organisational agility.

This course is particularly suited for executive and middle management, and governors of the organisation, and those tasked with making the change.
All attendees will get a copy of our book, and digital copy of all the UMM materials.

New Ways Of Managing: The Advanced agile Manager

This course is run over twelve weeks. It builds on any or all of the “New Ways…” courses above, to take managers on a personal journey of growth and learning.
As well as the weekly seminar, students are expected to commit a minimum of 10 hours a week to reading, study groups, and exercises.

The course uses Zoom meetings and chat, and a Facebook group.
Each week attendees get:

  • An online seminar for 3 hours on Zoom (each course will be scheduled to suit particular timezones: USA/Europe and Asia/Pacific. Students will usually vote.)
    • 2 hour presentation and exercises
    • 1 hour q&a and discussion
  • Homework study guide with reading materials, including extracts from The agile Manager book, posted in Facebook group page.
  • Practical activities to try.
  • Access to a recording of the seminar.
  • Discussion chat on Zoom Chat and Facebook/messenger.
  • Personal support and coaching from the instructor.

Students are encouraged to form study groups. Within the framework of the weekly topics, students self-direct their study during the week to areas relevant to them. So, for example, a study group of finance managers might get together to focus on the financial aspects each week.

The content will vary over time (it’s an agile course), and on each iteration based on students’ prior knowledge. In general, the weekly topics are

  • 0. Introduction
  • 1. Change, Complexity, experiment, failure, antifragile
  • 2. Improvement, learning, feedback, science
  • 3. Humanity, culture, values
  • 4. Management, trust, servant
  • 5. Transparency, visualisation, kanban
  • 6. Invitation, ritual, open, lean coffee
  • 7. Agility, Agile, Scrum
  • 8. Flow, slack, gemba
  • 9. Management practices, functions, and organisation
  • 10. Advancement, Unicorn Management Model, risk
  • 99. Renaissance, personal journey, reflection

Because content varies, students will benefit from attending multiple times. They can self-select their focus on each week’s topic, so each time round they learn more.
Repeating students get a 50% discount.

This course is particularly suited for executive and middle management, and is most commonly run onsite for an organisation.

Outcomes:
Attendees will

  • do a deep dive into the theory behind new ways, as their interest leads them.
  • learn practical skills for managing at work.
  • build knowledge ad resources to help when managing.
  • grow personally: these aren’t techniques, they are new ways of thinking and behaving.

The Open Manager

Coming soon…

Collaboration Rituals

In order to create a culture of sharing and collaboration, we need to connect across the siloes, the tribes, of the organisation. There are at least three general mechanisms to do this: communities of practice (guilds) and of interest; social communities and events; and collaborative rituals, which are more structured ways for people to work together to a result.

Teal Unicorn have our own collective term for any such ritual: Community Collaboration (CC).

Our preferred ritual for large scale CC is OpenSpace Technology. Don’t be misled by the word “technology”: this is about a self-organising CC, based on the observation that the break time is sometimes the most productive part of a workshop or conference. Participants dynamically set the agenda. Then we iterate through several cycles in parallel streams, addressing all questions on the agenda. Finally, we come together to discuss and close, and the participants write the proceedings.

We discuss this and a number of other other good models that we also use for participatory rituals, such as:

  • Lean Coffee, A structured ritual to allow the participants to dynamically set the CC agenda.
  • World Café
  • PechaKucha, Lightning Talks, or Ignite: each speaker gets a short time with self-advancing slides.
  • Kaizen.
  • Thinking tools such as brainstorming, pre-mortems, and Six Thinking Hats.
  • Games and simulations .
  • Hacks.
  • Scaled Agile Framework Programme Increments
  • Internal conferences.

Students will learn about all of these tools, as well as the general principles behind Community Collaboration: why we need it, how to make it work, and what to watch out for.

This will be useful for anyone organising anything to get people together to collaborate for any context, any purpose, any audience: strategy planning, system design, culture building, work planning, visioning, problem solving, team meetings, clubs…

Agile Communications

Already delivered. Description coming soon….

Team Dynamics

The heart of advancing to new ways of working is how we organise ourselves into teams, and how those teams organise themselves. There is no one pattern – if only it were that easy. Spotify don’t use the Spotify Model, though others do now because of the hype. How any one organisation lands depends on many factors, and is unforeseeable. It will change constantly as we adjust and advance. We must experiment, learn, and grow.
This one-day course reviews what we have learned about teams on our other courses, introduces some new concepts, then dives into games and workshops to explore team dynamics: how they form and function in new ways of working and managing. You will get hands-on experience of how teams work when you set them free and make the system fluid.

This course is intended for anyone exploring new ways of working: executives, managers, workers, and consultants.

Through our new simulation game Pagoda, we collaborate with students to experiment with these ideas, such as:

  • Authorisation, empowerment, freedom
  • Servant manager, specialised management
  • Management teams
  • Skills not roles
  • Team Tetris
  • Collaboration
  • Circles not hierarchies
  • Shift left
  • Cross functional
  • Guilds

Then students develop a Personal Action Canvas, as well as ideas for their organisation to act now to advance towards Human Systems Agility.

Employee Engagement

Hierarchal command-and-control is outmoded for the modern world. In new ways of working we must bring the people with us, collaboratively. As soon as you move from labourers and clerical workers to knowledge workers, they must be highly engaged to get quality results.

This one-day course looks at what engagement means and how to achieve it. We examine motivation, management, drivers, and journeys. We look at 8 ways to improve engagement and 7 functions to support it. We cover concepts including safety, inclusiveness, non-violence, fair process, and purpose.

Students will learn the culture and concepts behind good employee engagement, and practical advice on what it looks like and how to get there.

This course particularly suits management, but it also of general interest to everyone.

Policy for Agility

When we empower people and set them free as part of new ways of working, we need good clear policy for their own protection and to manage risk to the organisation.

This one-day course covers

  • What policy is, and what is good policy
  • How to create and grow policy
  • How much policy
  • Risk
  • Agile policy
  • Agile assurance
  • Policy system

This course particularly suits management, but it also of general interest to everyone.

Agile organisational structures

Coming soon….

How to advance to agility

Coming soon…

Agility for senior executives

This half day course is for those who need to understand the New Ways of Managing but can’t fit more than a half-day training.

It distills the key essentials as much as possible. We prefer not to give this course, because whole new ways of thinking, working and managing really can’t be imparted in four hours, but needs must.

Know Kanban

This one- or two-day course provides an introduction to Kanban. It covers the fundamentals of Kanban, illustrates how Kanban works as a visual tool to manage flow, and delivers clear first-steps on implementing Kanban at the workplace.
The one day version provides theory and exercises. The two day version adds a workshop and the GetKanban game.
Outcomes:

  • Get a thorough understanding of the Kanban method, its core principles and practices
  • Learn how to design and introduce a Kanban system into your existing work environment
  • Understand how to improve service delivery with Kanban systems and ensure better customer focus
  • Learn to maximize benefits of the Pull-based workflow, limit Work In Progress (WIP), ensure multitasking and collaboration
  • Improve workflows, to manage the creation of products with an emphasis on continual delivery while not overburdening the team
  • Learn concepts through case studies, interactive role play, exercises and discussions