TLdoR:

Our Story

The EA Co was formed from AgileX, both companies focused on True Enterprise Agility.

AgileX, was about Agility everywhere, not just in IT, however Scrum Masters & Agile Developers

waged an internal war of dogmatism, with a lack of business acumen , doing significant damage to our wider industry, with their narrow focus on software development, culminating in the Great mid pandemic Tech Layoff of 2020/21. The impact was so widespread, Agile become a dirty word in the Boardroom and we witnessed the fall of several industry bodies - mainly for the better.

With a mission of taking Agile Beyond IT, into the functional areas/departments, Agile was nearly dead, dead because of the Big Consultancies Scrumwashing or Spotifacing anyone & everyone remotely interested in being more Agile as a business. They read the cards wrong, cashed in like others monetising poor, low quality, 2 -3 day training & certification lead by professional trainers with no Agile background, adding fuel to the fire & further steering the market, the industry & businesses away from the core of the Agile Movement ideals, behaviours, values & principles codified in the Agile Manifesto.

Post pandemic, were are now seeing a demand, a rising need to not only survive & recover from it, but to get back to thriving in the new normal, the next, now and the future.

The EA Co - The Enterprise Agility Company is born, an Advisory & Enablement Consultancy, taking the lesson learnt, what we call gotchas & anti-patterns, from 20 years of siloed eComm/Dotcom, Lean, Agile, DevOps, SRE, Cloud IT and Business' Transftions, steering, shaong, guiding those long seeking, true Agility across thier entire business, orgnisation, enterise to cope with increasing complexity, expeotial technology change, uncetain, unpredicatbale markets, unknown unknows where our knowdge from the 1-3rd indsutrial Revoltions is no longer fit for purpose, requireing New Ways of Thinking, Being and Doing.

The gaps in Team Level agile Scrum, to Scaled Scrum, have failed to deliver their business/benefits cases, traditional Change Management has failed to change Org Culture as it follows a Project Management focused path, HR has failed to change Org Design/Structures because its too busy being the Policeman, protecting the business, reinforcing reward, perfomance ad managesmt strcutures of old, and not focused on its , people cpatial/talent and poor Command & Control Managment has provide no leadership to the mixed generational, globally distrbuted workforces of the knowledge ecomony, and it goes on in a spiral of doom, with Management scratching their heads, stuck in BAU, the Status Quo, whilst everyone else is believing in better, not settling for it.

The EA Co is born to close those gaps, the lies, the selling ice to to the eskimos, the snake oil promises of incomplete process methods being good enough to run/exploit and grow/explore entire business - as complex, adaptive systems by "salespeople", reading from the18 page Scrum Guide, far from the original intent documented in 1986's New New Product Development Game by Takeuchi & Nonaka, having a similar fate to Gantts Whitepapers on his Adaptable Project Management approach turned rigid.

We provide a holistic strategy journey tools, blueprints, products, services that assures future readiness, that is several things - A map of capabilities, a map of competencies, a map of outcomes that one gets when mastery occurs, from Shu - learning to follow - Ha - learning to inspect, adopt, improve, from the Ri - breaking the rules to better the rules, the practices, the appterns, the prcinples becuase the Funder has the Transfomatinal KNow Ho, understnad the patterns and practices, the behviour change underoinning them, thier real wolrd use cases and see that all mthds, frameowrk and models are broken, providing a starting pint only, line in the snad to strive for perfection, nowing that you neve get thier, as thiere is no such ting as best practices, only better proactices.

Why We Do It

The world is changing exponentially faster than ever.

Most organisational leaders know Agility is paramount to survival in a world of VUCA, BANI & Disruption & they struggle with it, often because they have been promoted/worked thier way up & have no experience of fit, unlike us cross generational Digital Natives, were complexity, sense making, working for a higher goal, not money, is the norm

This is why so many keep attempting not just Agile Transformations, but Digital, Cloud, DevOps, Lean etc even after previous initiatives have failed to deliver said promises & silver bullets.

The truth is, both organisations & leaders need new ways of thinking--they need radical candour and radical, not isoloted, incremental. non integrated step changes.

The facts speak for themselves:

Traditional transformation takes 10+ years+ & many wont & don’t survive the journey
70%+ of Transformations Fail
45% of CEOs don't think their companies will be viable in 10 years time
50% of Fortune 500 companies from 2000 no longer exist
50% of the S&P will be replaced in the next decade
Disruption is up 33% Year-on-Year
Disruption increased by 200% from 2017 to 2022
In 2024, 88 firms delisted or transferred from the LSE's FTSE 100 main market
In 2024, 280Billion was wipped off the FTSE 100's market value
83 million jobs will disappear by 2027, while 69 million new ones will emerge - demanding New Skills, Mindsets, & Ways of Working

The paradigm shifts are wider than ever and organisations are not adapting.

Leaders are trying to use unfit, industrial age managerial approaches, frameworks & models of past industrial ages/revolutions in this new Digital era & are struggling to Connect the Dots, Link Up, Integrate & Network past Change & Transformation efforts to affect holistic advances forward in Agility, Business Growth & Performance.

What We Do

Focused on Human Centric Organisational & People Performance, I specialise in:

🎯 Continuous Org Design, Development & Improvement

🎯 Neuroscience of Accelerated Change

🎯 Flow & Value Based Delivery

🎯 Ideas & Innovation Management

🎯 Operating, Business Model & Ways of Working

🎯 Enterprise Agility

so that I can help organisations own & break free from change fatigue, slow, siloed transformations with my Enterprise Agility Blueprint— a holistic, next-level conceptual model for resilient, flexible, adaptable, high growth, high-performance companies that do Continuous Everything

The Vision

Is to co-create with Boards, CxOs & Forward Thinking Leaders, Next Gen, Human Centric, Flexible, Adaptable, Resilient, High Growth, High Performing, Sensing, Feeling, Mission Driven, Value Based, Responsive Learning Organisations that are Future Ready, beyond the 4th Industrial Revolution, that are better for People, Humanity & Progresses the World Forward, never settling, believing in better, by Experimenting, Unlearning & Outperforming Traditional Business, delivering customer & business value through Enterprise Agility & Continuous Everything

Our Mision

Has many OKRs

• Is to professionalise the Enterprise Lean-Agile Business Transformation market, moving beyond team-level 'Scrumwashing' & superficial Spotification frameworks

• Is to extend agility back into the holistic Business Architecture layer, establishing it as the Modus Operadi or common operating language & behaviours that tightly connects, integrates, aligns loosely decoupled networks of different types of teams of teams with complementary domain capabilities to form an operating ecosystem

• Is to eliminate Stop-Start – Phased – Gated -Go Cycle of Projects, Change & Transformation fatigue enacted by outdated, traditional PMOs and CMOs, for Flow & Value Based Systems, Lean Portfolio & Value Stream Management, Continuous Discovery, Testing, Experimenting, Design, Development & Improvement - Continuous Everything

• Is to Rewire Leadership thinking to sense & feel outside of the organisation, to lose the Illusion of Command & Control, to build Transformative Leaders that upgrade their Operating Systems, Systems of Work & Engagement, freeing them from outdated industrial-age practices & mindsets, drive more value from Business or Enterprise Agility

• Is to Reshape Organisational Design, Development & OCM for wholeness, evolutionary purpose, self-management, self-learning, curious & generative cultures, losing the illusion of Strength & Power for Competitive Agility & new roles such as the Chief Agility Officer, Chief Value Officer, Chief Digital Officer, Chief People Officer…

• Is to Rethink Complex, Heavy Governance, Risk, Audit & Compliance, for Flexible BB, horizon based funding models, for Minium Viable Bureaucracies, (MVBs), agility, adaptability, flexibility losing the illusion of Predictability for Strategic Agility

• Is to Reinvent Value Chains, Visions, Missions, Operating, Business Models and Ways of Working, to better align & orchestrate people & planet first strategies, to drive better employee engagement/satisfaction from the role they play in modern, next gen organisations from Organisational & Technical Agility

• Is to Reshape HR, Finance, Procurement, Legal, Shared Services, as Customers of Customers, as Everything as a Service, to the illusion of Knowledge, Rules, Policies, Controls, Fake Measures & Constraints that limit business growth, innovation & performance to instead, Delimit & Unleash Talent by Guardrails, & be Plug & Play, Rip & Replace, Build & Burn Ready, not locked into single vendor, long term, non-subscription-based deals with ecosystem partners

• Is to enable the traits, characters, design of Scaled, Lean Agile Vale Based Future Ready Organisation that no matter what the next, the unknown future holds, organisations can navigate beyond the volatility, uncertainty, ambiguity, brittleness, anxiousness, non-linear, incomprehensible, constant exponential technological led change

About Our Founder, Enterprise Agility Strategist, Coach & Consultant

Is a seasoned Management Consultant, Intrapreneur, Innovation Manager, Growth Hacker, Alchemist, Corporate Rebel, Change Maverick, Pirate in the Navy, Strategist, Technologist, Builder, Fixer, Go To Guy that hated his Commodore 16 and 128.

Haling from the worlds most remote capital, Perth, West Coast Australia, curiosity, resilience, adaptability, self confience are jsut of the few character traits built in, with humility, high IQ, and high levels of intneral drive, committment, ,passion, gravitas & influence.

As a Type 1 Diabetic, he is always dealing with minute to minute constant change, giving him an advantage in helping others to see past boundaries & limitations, constraints of what you can & cant do, seeing the art of the possible, not the glass half empty. He's always been a leader,, a coach, a teacher, a mentor, from being Captain of Cricket, Football, Basketball & Ruby Teams, to a School Prefect, a high scholar in Academic Extension Programmes, to a Univesity Alumini and Guest Lecturer.

His adventures, from guding Youth at Risk, Expeditioning, to Deveping Proessional Atheletes, haveonw him acclam, citiiations and even ran wit the Olymic Torch, to his own personal world travels & work expeince give him a unique, fresh eys look on things, i like to say, I'll ask the dumb questions, is that how thats meant to work, or what if..., He can deal with risk, with uncertainty, ambiguity, complexity, infact sees them as freedoms & has an uncany ability to see around the corners, for the blind spots for your whats next.

Frustrated by his consulting career, with consultancies only promoting up to more Sales orientated roles, Big, soup to nuts, whole scope bums on seat deals, not genuine hands on transfromation & strategy cosulting, he's chased a portfolio career, gaining deep, broad, cross sector, cross industry global know how.

He is feed up by Project Managment process, deliverables outputs, milestone led Failing or Failed Transformations & wants to change the Consulting Model, hence why he is doing tings differently agasint the tide. - See How to Engage Us

I’ve watched countless “transformations fail” due to a range of factors, from a lack of leadership buy in, commitment, believing it’s the operational teams problems, not the CxOs System of Work & Engagement, from a lack of top down leadership, leading by example, failing to rewire leadership, failing to reshape the organisational design/structure, failing to change the cultural DNA from a fixed mindset to a generative, curios, innovative one, to having it done to them, to chasing the “Hype Cycles” new, shiny fancy stuff, to isolated change initiatives, one after the other, run by the PMO, to where you are the product, the experiment- paying to train associates, juniors and consultants from the big boys, paying the privilege for even more bums on seats at your peril – and not delivering the deliverables the business case promised in the shiny pitch deck & presentation.

Luckily, I am , a Leader & Influencer, that goes beyond silos, and can course correct the anti-patterns, helping those struggling in with the process of disruption, the VUCA & BANI because the business world has moved on since the 1, 2, and 3rd Revolutions and AI is already writing our code, helping us problem solve, diagnosing diseases, operating on our bodies...are you and your org, Future Fit, Future Ready, Future proofed?

Rich Harris

Why Us in a Sea
of Big Fish...

Theres lts of pirhanas out there

We are guneuie, we are auhtotic, we say,live and mean what we do.

If someone sells you Scrum, then you know they are a snake oil salesperson.

If they sell you some kind of Scrum at Scale, then you been conned, getting sold Ice to the Eskimos

We wont leave you Spoitifaced - we dont copy the sendond most - do not copy, its not an Agile Metodology or Frameowrk out there and call it Streams and Crews, Chapters & Cells

We like to get you somewher between the Scaled Agile Frameowrk/SAFe and our own BLueprints and Tools - WHY - bebaucse we know conceptual modela are mostly way too abstract & most prefer thigns a bit more concrete, practical, easier to follow, but without being too prescribed.

Following the Presciption or Shu'ing is where to start, we hope that youve got some mastery under your belts by now. Ha is where you should be, with some kind off not perfect, but functioning Agile Teams, some Lean or Kanabn Teams, some desingers, some prodcut/service maangers etc and looking to Ri - Masster Agile & move onto your entire Entperise/BUsiness/Orgnisationa being Agile at Scale.

This is where we start, with reinviting & crqtng the Agile orgnisation - the place where others over the last 20 years havent touched. with same same, copy and paste, tell you to sprint, huddle and breakfix. THats was nver Agile.

Wer taek you from where ver you are, & strive for perfection - perfection being a Senseing, Feeling, Resi;ent Leanring Orgnisation, sometimes called a TEAL Orgnisation. Its only these Orgs, that can exploit the traits, characteritics, capabilities, competcies, patterns and proactices of a truly Agile entprise.

Agile Enptrises balance stability with Agility, Ying and Yang, see my blog on Dualility & the EAWT or Entprise Agility Way of Thinking. HArmoius with expereonetial, accleratred, compicated change, dsiruption, |VUCA, BANI, whatever you want to call it, we''ll set you up to be able to deal with the greatest chaleenge to busienss - the Future, the UNKONW, UKNOWNs - wer eno amount of preficiability will help, no amount of AI will help, where things maybe probablty, but uncetain, so you cant plan with old expereinces, kolwedge, judegment. THis si the papradigm shifts for both comapanies and thier leades and managers, ther is no usch ting as BAU, no Status Quo, no settling, its all change.

We take you Org, and make it capable of dealing with constant change - the only prefictiable busienss envirnmental factor.

More How's to Whys!

We are Leaders in Agile Excellence

We know from the trenches, the use cases, the constraits, the lmitations of differnt proactices, nit jsut agile,

We are Comb Shaped

Cross Fnctioal, Mulsit -Displanary...sometimes called M shaped. We have a baolance of skills, knledge & understnading, so we dont go too deep, but not broad enough to see the wood from the tress, we keep above the small stuff, to tackle and lean into the big stuff

Culture

We are Agile, Lean, DevOps, Prodcut....Our culture is Generative,Innovative, Risk Taking, Puprose Driven...we want to share this passion with all layers of Leadeship & Manamget akak your Flight Levels, to shape & inldunce them, wihtut themir buuy in, without thier adaprtive eladership, change doesnt happen, it happens only on paper reports, it doesnt change you vlaues, prcinples, your beahviours

We Never Settle - Bleeive in Better

Mostcompanaies are stuck in hierachical, delta pyramids desings of last centrury, with last centuries thinking, managment and leadership. We keep seeing others do better, so liek the Unicorns, Hyperscales, Dispruoors, we want to bring everyone alosng, so thiere is no laggards,otheriswe we dont make th elocal community, your nrighbourhood society or the world a better place

Never One Sizes Fits All

We take our costom tools tog oether insights about ow your cpomany works, doesnt work, jow work flows, your sytem of work engages/dsinagages employees etc, and we'll never selll you any kind of Scrum to run/exploit or grow/explore a busienss on, its jsut not fit for purpose.

Results Focused

SO much so, many cant handle our thinking, suggestioons, becuase it rocks the boat, away from group think, away from typical Command & Control power, auhtoerty to get teh results that mattr - your comanies urvivla in the now, next and future

Trusted Strategy and Advisory Partners

We dont want to hesr your planning an exist stratgy with a admisntrator, we want to be planning your Agility, your esilence, for your Grwth, Perfomance & Innovations Ability. ITs why we are so tuff on Scrum, it was meant tobe a New New Product Develpment Game, not a watered down set of ceermonies and acivities with no value, it was next Gen R&D

Future Fit, Futur3e inegration, Future

We make you Relevnt

BY being biold, courageuos, not worry about paying wih Agile Teams, but with how your Org is Desinged, Managed and Run at the Top, thats wer it counts, so the nibmel agile teams can do thiere thing

We focus on BUsiess Goals & Outcomes

We instill that IT & Scrum doesnt run the shop fllor, thye are servant to the shop floor, as thyeve lenrt the hard way from the Great Tech Layoff. We make you Vklaue Driven, nt Activity driven

CUstomer Staufscation

The cusotmer isnt always right, infact, thye rearely are, thye rearely kow what they want, but they do know when they get suprised and dleigted over and over again from your Contunous Dlviery of Vlaue, Thats what well do with you, Ignitie your Lean Start Up/Innovation Accounting/Innovation Capabiltities to bring New things to maket, not jsut in a differnt colur this seaon

Qulaity of Experinces

We not fans of PMOs, process, over practice, getting bogged down in paper work, meetings and more meetings and paper work over iterative develpmets, new development that grow and extend the Lean Portfolio - its not about being Faster and Faster/Speeding to Market, its bout Quality and Repsonig to Opprtntitities

Vlaue Reaslsiations

PMOs have talked about it for millenia, do thye do it, npe, We reorog the Org to psotion people, roles, practices excsiuvely to disover, develop, delvier Valiue - vlaue for customers, vlaue for the busienss, vaule for scoeoty, vlaue for everytone as a Next Gen Org, that focuses on Vlaue over jsut staholhler/shareholder/pension holder payouts

Some of the Challenges/Problems we Help Solve

We dont see them probably like you do, we them as opprtnties to lean into, understand, learn and change course on, here some of them...

Industrial Age Org Set Up

Symptomatic of Traditional, promoted upwards long lived hierarchy, Stability, Predictability, Longevity vs Customer/Market Centric, Responsive, Adaptable, Valuable/Relevant, Poor HR Practices in ODD, OCM, Recruitment, Rewards & Recognition, Rewarding Line Management for Gaming Performance Reviews to gain Bonus, Incentives over true Business/Enterprise Agility, Performance & Growth struggling with self induced added complxity, VUCA/BANI and the process of disruption

Lack of Generative Culture

Symptomatic of Non Agile Org Design, absent Management 3.0 & Adaptive Leadership Style

No Psycological Safety & Trust

Symptomatic of Traditional Command & Control Managment, Blame & Back to Office Culture

Lack of Talent

Symptomatic of Poor HR Practices looking for "Fit", Low Cost, Fast, Cheap Offshore Resources believing there are Talent Wars

High Team Activity Levels, Little Value Adding

Symptomatic of Poor Customer Focus, , Teams Designed for Line Mgt/Reporting, Absent Product/Service Managers, Unoptimised Workflows, Wrong Metrics ie Velocity over EVM, Low Hanging ruit over Load Balancing & Prioritising Types of Work

Corporate Theater

Symptomatic of outmoded Project, Programme, Change & Portfolio Management functions - focused on papers, process, meeetings & reports over business outcomes

Work Visibility

Symptomatic of Tool Spread, Lack of Integration, Shadow IT, Poor Tooling Selection, Lack of Proper Configuration, Poor IT Strategy, Lacking Work Type Hierarchy, Not Understanding which Work Type Item is for which Flight Level, Wrong Metrics & Meaures agasint Flight Levels, Inability to Track Epic/Lean Business Case from Boulders to Pebbels to Done this Time Round

Outputs & Rerports no Business Outcomes

Symptomatic of PMOs not VMOs, Projects not Product/Service Experiences, Managing Demand, Capcity, Resources anad Triple Constraints over Business, Customer & Market Value, Lacing Stategic Themes, Portfolio Visons, Qualrtley Bbusiness Reviews, Noy Using, Hearing, Reacting to Feedback Loops, Still trying to control Self Managing, Self Orgnising, Teams closest to the Customer/Market/Work from afar

High Resistance to Change

Symptomatic of HR, Tnet, Recruiting & Manamgnet not skilled in finding people who have the characetr traits for Future Readiness

Zombie Projects

Symptomatic of Poor or No Portfolio Manamgnet and Teams doing what ever they want wiht no aligment to Busienss Gals, Objctives or Results - Servant Leadership gone Bad!

Value Stream Implementation

Symptomatic of Leaping to Demand/Capcity/Reource focused Portfolio Managment, Scaled Scrum Blockers & Lack of Prodcut Op Model to be Customer centric

Lack of Talent

Symptomatic of Poor HR Practices looking for "Fit", Low Cost, Fast, Cheap Offshore Resources believing there are Talent Wars

No Playbooks

Symptomatic of of Anti- Agilisits loosing pwoerbase, Saying they have no purpose, COaches fearing role loss, Lack of a LACE/C4E

Work Visibility

Industrial Age Org Set Up

Burnout,

Cognitive Overload, Negative Stress

Symptomatic of Poor HR, Management, Team Design, Team Management, Wellbeing Practices & Bad Metrics such as 100% Utilisation rates by Resource Managers in PMOs

Enterprise Planning is Too Hard

Symptomatic of Poor Flight Level Orchestration, Lack of Leadership Engagement, Everything is Priority No. 1, No OKRs, No Vision, No Alignment

Duplicate Ideas

Symptomatic of Poor Portfolio & Innovation Management practices focusing on Demand /Capacity Management over Funnelling/Filtering Highest Value, Biggest Priorities, No Value Streams & Competing Silos for Money

Big Bang Failures, White Elephants & Long Tails

Symptomatic of Bad Prodcut/Service Discovery, Testing/ Validation, Lack of Lean Start Up Capability, Not Using Impact Mapping, JTBD or Customer Feedback in Design, Bad PM practices, Agile wihtou Planning, Funding by INvestment Horizons/Lifecycle Stage

Agile for agile Sake

Symptomatic of Saying Agile, Scrum , |Scrum Masters possing as Agile Coaches, POs as proxy/fake Product/Service Managers, Wrong Method/Framework for the JOb, Lack of Customisation/Contextualsiation/Adaption, Poor Practice, Lack of Leaership, Accountability, Transparency, Ownership,Keep up with the Jones, No WHY, Cargo Cult Agile, Scrumwashing, Spotifaced/Spotification, SPC'eed -ed!

No Growth, Low Growth Same Offerings YoY

Symptomatic of Poor Org Design, CUlture & Managment stuck in BAU/Status Qua, Lack of Good Portfolio Design, Reviews, Practices, Lacking Customer and Market Centricicity, Poor Product/Service Design, Poor Expereince Managment, Lack of Expereimentation/Testing/Learning

Lack of Confidence in Navigating Change

Symptomatic of

Lean Portfolio Adoption

Symptomatic of Low Performing PMOs, Finance not Lean or Agile enough, Procurement not Lean or Agile enough, change Agents with not enough expereince to cross functional boundaries ad bring them togterh

Lack of Clarity on Roles & Resposibilities

Symptomatic of of Poor HR Practices, not u;lfting Ato Agile Roles, not defining them & Making Hybrid Roles ie Scrum Master as Coach, Scrum Master as Projct Manamger, RTE as Programme Manamger creating churn, anad Talent hard to find

Tech Stack Issues

Symptomatic of Vendors over selling Tooling, chasing latest offerings, poor confoguration, wrong seelction entirely, shadow IT, licensing, Tools ot reinfcing Practices due to htem being missing ie JIRA has no POrtfolio Managment,nor does ADO out of the box so wont fill EAP Caoabilitiy/Functionaility

Duplicate Ideas

Lean Portfolio Adoption

Change Fatigue

Symptomatic of how Tradtional Organisations, with Tradtional Designs, Hericichal Managment, Beracractic BAU/Status Quo Cultures that Operate with Tradtional Project, Programme and Portfoli Managment becuase they can only focus on the linear process - Disruption is a creative process - but the illusive probelm ifrom thier inward focus is what will be that/the disruptive forces, and because they are UNKNOWN, they struggle to sesne make, calling them complex, complicated, choaitc and kaos, runing more failed intaitives in an attemt to keep up with exontially canging bsiess evniment full of VUCA/BANI / RUPT - Rapid, Unpredictable, Paradocial, Tangle or TUNA - Turbeulent, Uncertain, Novel, Ambiguos.

Industrial Age Org Set Up

High Team Activity Levels, Little Value Adding

Burnout,

Cognitive Overload, Negative Stress

Symptomatic of Poor HR, Management, Team Design, Team Management, Wellbeing Practices & Bad Metrics such as 100% Utilisation rates by Resource Managers in PMOs

Why The EA Co

The Results you Could Get

Still not convinced?

Read this Blog Article on Why EA in Numbers

A refreshed Org Set Up - B Corp Recognition or even a BAI Certified Agile Organisation

Modern focus - min TBL People, Planet, Profit over Stakeholder Pay-outs, better applying BB Principles

A globally distributed, virtual & Remote pool of Types of Team of Teams of Teams that lead, manage, coordinate themselves empowered by Middle Managers as Coaches, as Servant Leaders/Enablers

Higher CEO, Chair & Board Approval Ratings from chasing Bold, Missions/Purposes not

just Profits, Payouts, Pensions & Promotions

Higher NPS Scores - reflecting higher customer centricity (not the customer is always right)

Higher Employee Engagement/Satisfaction Scores - reflecting better Workplaces, better Ways of Working

Higher Competency Ratings which drive Better Business Outcomes from leveraging Capabilities

Higher Market Share, Share of Wallet, Higher Valuations, Improved Stock Exchange Rankings

Better Agilities - Technical, Operational, Organisational, Competitive, Strategic, Business & Enterprise Agility - hosltic Scaled Lean Agile, Reslent Repsinsive Org, not more silos!

Better Speed to Market whilst not compromising Quality or Experience

Better Cycle Time from Idea to Revenue, Concept to Cash, Improving time to Value to reinvest in Growth, maintain cashflow & keep the business running/exploiting & growing/exploring its assetts

Better Alignment of Business Strategy to downstream Operational Execution

Improved Product Discovery, Development & Delivery to create more incremental & iterative Value

Deliver seamless, frictionless Customer Experiences of Brands/Products/Services

Embedding Continuous Innovation for Sustainable Growth, Learning & Experimentation

Build Strong Relationships & Trust for High Performance in the Digital Age (4IR)

Agilise Operations - with Lean Thinking People who Organise/Reognise Around Value - and dont leave due to empehermal project team swapping or boredom of being on a "Classic" Agile super Long Lived Team, Co-located, Face to Face Team

Digitalize Business Models

Drive Better Ways of Working to Continually Adapt

Augment your workforce with Generative, Strategic & Agentic AI transforming human-machine collaboration, problem solving, creativity & value creation

Close Skills Gaps, by reducing I and T shaped with M or Coomb Shaped Talent that can multiple roles, not do just one job - a roles based future ready org.

Accelerate internal Change to pull ahead of the pace of business using Agile, Accelerated Change, Neurodiveroty & Neuroscience Super Powers over Impact Assessments, Comms Plans, Deliverables, Milestones, Dates & Reports

Build Unfair Competitive Advantage from being a Next Gen, Future Ready, Flow & Vlaued Based Org

TLdoR:

Our Story

Why We Do It

What We Do

The Vision

Our Mision

About Our Founder, Enterprise Agility Strategist, Coach & Consultant

Rich Harris

Why Us in a Sea
of Big Fish...

More How's to Whys!

Some of the Challenges/Problems we Help Solve

We dont see them probably like you do, we them as opprtnties to lean into, understand, learn and change course on, here some of them...

The Results you Could Get

If your Ready to Future Proof your Org

Get in Conact with Us

TLdoR:

Our Story

Why We Do It

What We Do

The Vision

Our Mision

About Our Founder, Enterprise Agility Strategist, Coach & Consultant

Rich Harris

Why Us in a Sea of Big Fish...

More How's to Whys!

Some of the Challenges/Problems we Help Solve

We dont see them probably like you do, we them as opprtnties to lean into, understand, learn and change course on, here some of them...

The Results you Could Get

If your Ready to Future Proof your Org

Get in Conact with Us

Why Us in a Sea
of Big Fish...