In the webinar she stepped through the Enterprise Business Agility (EBA) Transformation Journey. I liked her naming of team of teams of agility and its step between team and organisational agility.  She also called out the difference between organisational agility being the value stream and management of the portfolio versus the operational agility which is the other key areas of the organisation.

This all built to the really well defined EBA model with its seven pillars.

She provided a copy of her slides, and here are my notes from the evening:

• Every leader at eBay (440 of them) are Agile Coaches, it’s the third round now for them, imagine the change if you get frozen middle on board
• We need to thrive through uncertainity
• Elon Musk practices first principles ways of thinking

• Compasses are what we need to thrive on uncertainity, we cannot leverage maps because it is an unknown future
• Don’t do more with less, do less, to execute in uncertainity
• Change is changing, we need time for learning and innovating
• If you demonstrate belief in the team and give an environment of safety, the team will believe in their potential – stop telling teams what to do, ask them what they think what we should do
• Safe to fail is critical – we were all born with an Agile mindset (Carol Dweck) but our work and experiences push us towards a fixed mindset – if people can’t learn and thrive, your transformation will fail – as a coach we need to provide air cover
• Keep timelines short all the time – the size of the iteration accelerates the learning cycle and the faster the learning
• Using David Marquet’s Ladder of Leadership model at Ebay – cards you can download, when your employee says this, you say that
• NeuroLeadership Institute – “Why Organizational Growth Mindset Matters“

• An adaptive framework – believing is seeing at centre, need to see awareness and understand the problem, need to process options through discovery (really short time frame, as for 3 value experiments), taking action (learn by doing not thinking), transform learnings into collective knowledge
• DTA has some great tools around discovery
• There is a cost to value, we won’t do anything that doesn’t have x% value, we need to stop being order takers and become value shapers
• Principles for Navigating the Future  (Joi Ito) from the Media Lab at MIT, doing interesting stuff
• Your organisation is not a machine, you can’t fix it – most organisations are setup to work how they were intended to work
• Innovation, growth and transformation does not happen without tension – learn to identify good and bad tension
• What could we do if we knew we couldn’t fail – embrace that
• Do Stanford free Design School program online – same as the expensive in person program
• Polarity Management – polarity is when you think you nailed a wicked problem and then it comes back to bite you, need to find the best win-win from any scenario, if you try to solve it traditionally you make it worse
•  VUCA is here to stay, learning is our competitive advantage
• Microsoft’s CEO Sent an Extraordinary Email to Employees After They Committed an Epic Fail
•  Measure real value, speed to value and cost of value, need relative value not precision because it doesn’t serve us – Case Study and spreadsheet to calculate value