When we started Active Agile, our ambition was to grow transformational leaders, enabling them to lead and transform the system/environment they were working.
There is one crux: These people are very busy. So we needed to create a training setup that both appealed to them and elevated their game.
So how have we been doing?
Let’s share feedback data from 5 different companies & trainers, which includes cohorts from both business and tech.
Pretty ok right?
A common question I get on the program is “what’s unique?“
It’s three things.
1. We enable leaders to move the system, rather than the individual.
This includes “how to transform the organisation, how do you shift culture, how to you move your architecture?”
2. The rigid selection process of the material included
First, we build on wiser people than us. 👴
What is unique is the rigid selection process of the material included. We seek out domains with hard problems. We put ideas to the test. If they help, they get included. If they don’t, we throw them out. Rinse and repeat. In domains with high competition, complexity and pressure. Like racing. Like product development where the odds are stacked against you. For pioneers who challenge status quo.
3. We enable leadership to transform companies /themselves/
This is different compared to hiring an outside agent in a suit slamming “the new way” pptx deck on the table – with with little or no guidance on how to actually make the transformation. Sayonara and good luck.. (yes this things do still happen) 🙄
Lately, the most common question I get is:
So for those who has taken the training, what has been the effect?
To find out, we looked up a domain where the problem is hard. We went to ⚡ Nuclear Construction. Curious what happened? Read the case story.