Business agility requires thinking beyond making internal practices agile.

While agility at team and multi team levels are reasonably well known, making a larger enterprise – whether it is a business unit or a full business agile, requires one to think beyond the normal team and organizational boundaries.

One of the most quoted example has been the success of the iPod, which created the iTunes model for flexible licensing.

There are other, more recent examples as well, from some of the unicorns.

This session will share how two organizations – one in manufacturing and another in media tech space – approached business agility from this perspective.

The gist of this session is about why and how of Emotional Intelligence (EI) to deal with the Digital Technology context effectively.

Developing Digital solutions with Technologies like AI, ML, DL, IoT, Big Data etc. needs large number of diverse skills and ecosystems collaborating together and handling significant complexities of different disciplines. Tremendous possibilities from these technologies are leading to rapid innovation which make Business Agility essential. Rapid learning curve needed to pick up new fast emerging technologies and their application in diverse areas is making Growth Mindset a survival mantra. All these aspects need higher EI at individual, team and leadership level.

This session covers:

• The challenges of dealing with Digital Technologies
• Need for higher EI in the Digital age
• Practical approaches to enhance EI at individual, team and leadership levels
• Research showing the impact of such practices in enhancing EI
• Some case-studies and data from application of such practices in enterprises

In our Agile transformation process, my team and I tracked sprint confidence every day for 2 sprints. This data allowed us to identify personal attitudes toward the sprint goal and the level of confidence different team members had in the full completion of the sprint. The result was a very interesting insight that sparked an honest conversation and acknowledgment that something was different in the way each of us interpreted the sprint goals, something that we had to clear out among ourselves before it became a bigger problem.