Agile Mindset Quotes

Agility is less about following agile processes and more about having a mindset of adaptability.

Arming employees with the tools, know-how, and mindset needed to successfully innovate on a continual basis will be paramount to organizational survival.

The parent who praises a child’s accomplishment by saying, ‘You studied hard!’ promotes a growth mindset. The parent who says, ‘Look at your A, son! You’re a genius!’ promotes a fixed mindset.

In looking for the right places to make these tiny changes, there are three broad areas of opportunity. You can tweak your beliefs—or what psychologists call your mindset; you can tweak your motivations; and you can tweak your habits. When we learn how to make small changes in each of these areas, we set ourselves up to make profound, lasting change over the course of our lives.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.

Agile is more a “direction,” than an “end,” a philosophy and mindset at board level.

A programmable mind embraces mental agility, to practice “de-learning” and “relearning” all the time.

The Future of work is all about CREAM. More Consciousness, Relationships, Empathy, AdaptAgility, and Meaning. We must be building a more human-centered context for stakeholders, as opposed to JUST MORE profits for shareholders".

21st century leaders will be growers, not knowers.

Agility is principally about mindset, not practices.

Frame your problem statements into actionable tasks and goals that lead to a solution. Problem statements incite procrastination and resistance whereas solution statements inspire hope and motivation.

a good set of questions to determine whether a project leader—or even an individual contributor—has an agile mindset might be, "In what specific ways and with what practices do you focus on value first and constraints last?" "In what specific ways and with what practices do you manage teams rather than tasks?" "In what specific ways and with what practices do you adapt to change rather than conform to plans?" Try these out in your organization to get a feel for your agile maturity.

Starting at zero is a mindset that says my refrigerator is never full, and it never will be. We can always become stronger and more agile, mentally and physically. We can always become more capable and more reliable. Since that’s the case we should never feel that our work is done. There is always more to do.

Innovation delivers products that we can barely imagine. Efficiency and optimization are appropriate drivers for a production project, whereas innovation and creativity should drive an exploration-type project. A production mindset can restrict our vision to what appears doable. An exploration mindset helps us explore what seems impossible.

Creating new products and services differs from making minor enhancements to existing ones. The first must focus on innovation and adaptability, whereas the second usually focuses on efficiency and optimization. Efficiency delivers products and services that we can think of. Innovation delivers products that we can barely imagine. Efficiency and optimization are appropriate drivers for a production project, whereas innovation and creativity should drive an exploration-type project. A production mindset can restrict our vision to what appears doable. An exploration mindset helps us explore what seems impossible.

Agile Methodology: Learn from how terror networks work. AGILE methodology is about being able to iterate and reiterate till you get it right. You are always at the start and the end at the same time till the launch. You are more nimble than the waterfall method and more resourceful than the lean method.

Aesthetic perception involves changing frames of reference in order to see the hidden logic and orderliness behind what at first may seem random and strange. One of the selective pressures behind the development of the arts may be as a mechanism for developing mental agility; a way of rehearsing the capacity to change a mindset in the face of novelty and surprise. This leads directly to the mental shake-up which occurs whenever we are faced with fairly radical departures from the norm in terms of art and architecture: ‘the shock of the new’. It is this protean factor which enables us to adjust our mental models to accommodate such new evocations of art and architecture. As such it is an essential component of the fabric of aesthetic perception.

The system needs to be managed, not the people. We don’t need to do more things or implement difficult frameworks, methods, or models; we need to learn how to allow people to give their best effort to the company by providing the correct structures. It’s a path of trial and error to find the best way for each company. The Agile principles and mindset can serve as a guide. The tools and practices work sometimes, but not every time. The only way to move forward is through continuous learning. The companies that learn faster than the others will be the winners. HR has the power to design the structures that either support people to perform or make it difficult to contribute in creative and innovative ways. If HR holds onto the old, traditional approach, the consequence will be rigid and fixed organizations chained to ineffective systems and processes. HR can either support or hinder the change toward a more Agile organization, which is why HR needs to go first! By providing different structures and focusing on customer value instead of rules, HR can lead companies through change that no other department is capable of.

In the agile model, and especially in the context of the servant leadership mindset, it is not uncommon to have weekly or even more frequent check-ins—not in a punitive or adversarial way, but simply to find whatever roadblocks are standing in the team's way and to ensure that everyone has what they need to move forward.

The norm is that if you launch a big initiative and it fails (in any department, not just tech), it would certainly limit your career. In more agile cultures, failure isn’t punished. Instead, it’s a learning opportunity. The mindset of embracing risk and tolerating failure is a huge part of the software ethos. It’s also one of the biggest things that old companies avoid—even those with leaders who claim, as many do, that they want to become more like a startup.

The GAP, or divide, between... Knowing and Doing, is only crossed by people who can effectively, and positively, manage their emotional state, and their inner RESPONSES to the outside world.

Sometimes enjoying the process is as simple as changing your mindset. “Working on your masterpiece” is an entirely different experience than just trying to get something done.

1 Minute Wisdom for Success: To Succeed in the world of business, requires one to create the most RELEVANT, and meaningful, value, and promote it, effectively, to those who have the need/interest, and capacity, to transact.

Shifting from a project mindset to a continuous mindset is hard. We tend to take our six-month-long waterfall project, carve it up into a series of two-week sprints, and call it “Agile.” But this isn’t Agile.

Most people's BIG PICTURE focus, is still way too small to understand reality, make intelligent decisions, and take SWIFT Actions, that ENSURE long-term Success.

High Performance teams disrupt themselves to be future future and increase AdaptAgility. Fear based teams driven by greed protect the status quo, to be safe....but it's clearly not a safe smart approach to retain the status quo.

owner. Give them a big enough stake in the outcome that they feel like they own their piece of this and not that they’re a cog in a machine.” Without the reward of the stake in the owner’s outcome, then it’s lip service. What you do is up to you. But choose something. Instill an owner’s mindset.

What we are describing is a mindset change from “doing my job” to “doing the job.” It is also a change in focus from “what we are doing” (work) to what is getting done (results).

At its core, Agile is a mindset.

Perfect is annoying, boring, and impossible to sustain. Knowing how to translate conscientiousness into something beyond the fleeting satisfaction of “me” toward a “we” mindset is the best move you can make.

In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

Driving stakeholder value is a process, not an event. It requires organizations to make both a mind-set shift and a practice shift, in which everything from preparing to learning to innovating is continuous, engaged activity rather than simply moments in time.

Thus, a mindset of responsiveness considers time efficiency from the customer’s or requestor’s point of view rather than cost-efficiency from the service provider’s point of view.

Innovative ideas aren't generated in structured, authoritarian environments but in an adaptive culture based on the principles of self-organization and self-discipline.

An accountability mind has learned to be agile, wise, courageous, resilient, and high-mature.

Doing Agile is just a first step; being agile needs to have a totally different mindset, and multidimensional perspectives.

We seldom have originals these days, just clever copyists.

Smart decisions reflect diverse opinions across disciplines, experiences, and outcomes. In today's collaborative mindset culture, teams strive to optimize each of these inputs. We listen to everyone's input and respond to it. We seek to bring everyone along. Everyone is treated as having an equal voice in the decision. Agility is compromised when people believe they need to make decisions together. In the end, the process is exhausting, and the decision is vanilla.

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

ADAPTAGILITY" adaptable-agility - The Growth-Optimised Mindset foundation that makes the difference between surviving failure, or ensuring enduring success.

The Lean-Agile mindset is the combination of beliefs, assumptions, attitudes, and actions of leaders and practitioners who embrace the concepts of the Agile Manifesto and Lean thinking and apply it in their daily lives.

To begin the Lean-Agile journey and instill new habits into the culture, everyone must adopt the values, mindset, and principles provided by SAFe, Lean thinking, and the Agile Manifesto. This new mindset creates the foundation needed for a successful Lean-Agile transformation.

Strategic focus on disruption or exponential leadership, will be constrained by the consciousness, capacity, capability, and commitment, of staff and teams, to EXECUTE effectively with excellence

1 Minute Wisdom for thriving in Tough Times: Most people's mindset and attitudes are automatically reactive, instead of Adaptively responsive. To get to new "destinations", requires new adaptabile, agile, and resilient thinking, feeling and actions... #ADAPTAGILITY is VITAL.

1 Minute Wisdom #AdaptAgility: Growth-Optimised Mindsets help people truly awaken, past their limiting beliefs, so that amazing new possibilities reveal themselves, and the impossible becomes the possible. #TonyDovale #HPOTeams

#ADAPTAGILITY is the CORE quality, skill, and mindset required of leaders today, in these tough, uncertain, ever-changing mega waves of change, challenge, and OPPORTUNITY.

Instead of failing fast, consider learning early. I find that learning early creates a different mindset for me. I now create small, safe-to-fail experiments. I manage my ambiguity around the entire deliverable by creating small steps.

This new normal proves work no longer a place, it's an activity and performance, based on trust, truth, and relationships, and not hierarchies, micro-managing, and bureaucracy. It's a mindset that values and enables performance, and protection, of people, planet AND profits, more than property, greedership, and exploitation.

Having PMs go out and get certified as ScrumMasters is not sufficient. If a PM mind-set remains, the person will never become a ScrumMaster.

Tweaking your mindset, motivation, and habits is about turning your heart toward the fluidity of the world,

This mind-set of motivating people to do evolutionary process improvement is the basis of both Agile and Lean.

Bjarte Bogsnes writes: “The agile mindset is now finding its way into the C-suite, and it is starting to radically change the way organizations are led and managed. Business agility is on everybody´s lips, for very good reasons”.

You don’t need permission to be great. Just start.

To be truly agile requires a state of mind, a mindset that informs every decision. An agile state of being takes more than following a few practices.

Our physical bodies, minds, emotional bodies and egos can be strong or weak, flexible or rigid, agile or clumsy. When we are born, our field has certain capabilities in all four dimensions and as we live we develop or ruin those capabilities. Our goal should be to care for and develop all four to the best of our abilities. Since our world is so focused on body and mind, it is easy for us to understand the benefits of these being strong. Our academic and professional worlds revolve around these two. White collar jobs have to do with the mind and blue collar with the body. We all accept that we have emotions and ego but we do not know how to take advantage of them. A strong and mature emotional body is perfectly exemplified in the wisdom of native Americans. They keep reminding us that we belong to Earth and that if we kill all the plants and animals we will then realize that we cannot eat our money. It is a tough realization, but this is the role of a mature buddhi. Its purpose is to wake us up. We are so blinded by the day to day rat race that we do not realize what we are doing to the planet, which actually is the ultimate support to any economy. The basis of everything we enjoy in our lives comes from Earth. Man is not inventing the source materials but the way to combine them. Thinking that we can survive without Earth playing her role is foolishness. This is what our emotional bodies are here for; to remind us of the obvious our mindset is ignoring.

An agile mindset incorporates incremental change over big risky moves. The agile careerist hedges her bets by exploring the landscape on the side, while holding down a job and pulling in the steady paycheck.

Chapter Summary The Fourth Industrial Revolution is a new chapter in human development, driven by the increasing availability and interaction of a set of extraordinary technologies, building on three previous technological revolutions. This revolution is only in its early stages, which provides humankind with the opportunity and responsibility to shape not just the design of new technologies, but also more agile forms of governance and positive values that will fundamentally change how we live, work and relate to one another. Emerging technologies could provide tremendous benefits to industry and society, but experience from previous industrial revolutions reminds us that to fully realize them, the world must meet three pressing challenges. To attain a prosperous future, we must: Ensure that the benefits of the Fourth Industrial Revolution are distributed fairly Manage the externalities of the Fourth Industrial Revolution in terms of the risks and harm that it causes Ensure that the Fourth Industrial Revolution is human-led and human-centred As leaders grapple with the uncertainty brought about by rapid technological change, adaptation does not require predicting the future. Far more critical is developing a mindset that considers system-level effects, the impact on individuals, which remains future oriented and is aligned with common values across diverse stakeholder groups. So, for the future, the four important principles to keep in mind when thinking about how technologies can create impact are: Systems, not technologies Empowering, not determining By design, not by default Values as a feature, not a bug The regulation, norms and structures for a range of powerful emerging technologies are being developed and implemented today around the world. The time for action is therefore now, and it is up to all citizens to work together to shape the Fourth Industrial Revolution.

This connection between change and achievement is no coincidence. It’s a pattern.

Confusion and uncertainty turn your brain into a breeding ground for insight and creativity.

Instead of seeing opportunities as fixed and finite, we can see opportunities as flexible and growable.

Right now, the change around you has unleashed growth inside you and wins ahead of you.

Adopting an attitude of agile optimism—expecting to receive unexpected insights before we see the outcomes—is how we build the neural pathways that create the spring-fever effect.

Every worry, every lesson, every rejection, every insight, every failure, every false start is just one more falling apple helping us grow faster on our way to winning bigger.

Sometimes bouncing back to our original form isn’t the optimal response to change.

Change is a reality every leader must manage, but also a golden opportunity every leader should leverage.

The goal of agile leadership is to help your team grow faster and win bigger. The goal is not comfort.

By pushing people with one arm and loving them with the other, good leaders give their people the confidence needed to embrace change so they can grow faster and win bigger.

Instead of only scaring our people about the dangers of not taking a plunge, why not also make them feel safe enough to take some risks?

The survival instinct responds to jump-or-fry ultimatums. The growth instinct responds to dream-and-fly suggestions.

When the prospect of change knocks, and your survival instinct immediately barks to scare off the intruder, your growth instinct throws a stick for your survival instinct to chase.

I use a model of brain agility which describes six ways of thinking that correlate with a simplified version of the neural pathways of the brain: Emotional intelligence: mastering your emotions. Physicality and interoception: knowing yourself inside and out. Gut instinct and intuition: trusting yourself. Motivation: staying resilient to reach your goals. Logic: making good decisions. Creativity: designing your future and ideal life. Acknowledging the benefits of each of these and then learning how to facilitate their power to work together and in balance—a whole-brain approach—gives us exhilarating control over our brains. This is the antithesis of black-and-white or lack thinking, and is key to developing an abundant and positive mindset.

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【V信83113305】：Paris School of Business: Leadership Forged in the Heart of Innovation Nestled in the vibrant heart of Paris, the Paris School of Business (PSB) stands as a premier institution dedicated to shaping the next generation of entrepreneurs and business leaders. Its programs are meticulously designed to blend rigorous academic theory with practical, real-world application, fostering an innovative and agile mindset. PSB’s unique strength lies in its deep connection to the dynamic Parisian business ecosystem, providing students with unparalleled networking opportunities and exposure to industry pioneers. The curriculum emphasizes entrepreneurial spirit, strategic thinking, and ethical leadership, equipping graduates with the skills to launch successful ventures or lead transformative change within global organizations. It is the ideal crucible for forging the visionary creators and resilient leaders of tomorrow.，修改EDC Paris Business School巴黎企业创建者与领导者商业学院成绩单电子版gpa让学历更出色, 最安全购买巴黎企业创建者与领导者商业学院毕业证方法, 挂科办理EDC Paris Business School巴黎企业创建者与领导者商业学院毕业证本科学位证书, 硕士博士学历EDC Paris毕业证-巴黎企业创建者与领导者商业学院毕业证书-真实copy原件, 666办理EDC Paris巴黎企业创建者与领导者商业学院毕业证最佳渠道, EDC Paris毕业证学历认证, 巴黎企业创建者与领导者商业学院毕业证制作代办流程, 一比一原版EDC Paris巴黎企业创建者与领导者商业学院毕业证购买, 一比一原版巴黎企业创建者与领导者商业学院毕业证购买

【V信83113305】：France's École des Sciences Économiques et Commerciales (ESSEC) stands as a premier institution in business education. Founded in 1907, it has cultivated a global reputation for academic excellence and innovation. ESSEC offers a diverse portfolio of programs, including its flagship Master in Management, MBAs, and specialized MSc degrees, all designed to blend rigorous theoretical knowledge with practical, real-world application. A cornerstone of its pedagogy is the emphasis on experiential learning, leadership, and a global mindset, underscored by its campuses in France, Singapore, and Morocco. With a powerful alumni network and strong corporate partnerships, ESSEC consistently produces agile, forward-thinking graduates who become leaders in the global business landscape.，原版定制IESEG Lille科学经济与管理学院毕业证书案例, 硕士文凭定制IESEG Lille毕业证书, IESEG Lille留学本科毕业证, 科学经济与管理学院毕业证学校原版一样吗, IESEG Lille毕业证最简单办理流程, 原版定制IESEG Lille毕业证书案例, IESEG Lille毕业证成绩单原版定制, 购买IESEG Lille毕业证, 办法国IESEG Lille科学经济与管理学院文凭学历证书

【V信83113305】：NOVANCIA Paris School of Business, based in the vibrant heart of Paris, is a dynamic institution dedicated to shaping the next generation of agile entrepreneurs and innovative business leaders. With a strong emphasis on creativity, digital transformation, and entrepreneurial spirit, the school offers a range of programs designed to blend academic rigor with real-world practical experience. Its close ties to the business community provide students with exceptional networking opportunities and exposure to international markets. Fostering a forward-thinking mindset, Novancia equips its graduates with the skills and adaptability needed to thrive in a rapidly evolving global economy, making it a distinguished choice for those pursuing a career in business and innovation.，快速办理Novancia毕业证-NOVANCIA巴黎商业学院毕业证书-百分百放心, 硕士NOVANCIA巴黎商业学院文凭定制Novancia毕业证书, Novancia Business School ParisNOVANCIA巴黎商业学院多少钱, 最新Novancia毕业证成功案例, NovanciaNOVANCIA巴黎商业学院毕业证最稳最快办理方式, 一比一原版NovanciaNOVANCIA巴黎商业学院毕业证购买, Novancia Business School Paris毕业证成绩单专业服务, Novancia毕业证最安全办理办法, 办理法国Novancia本科学历

【V信83113305】：École nationale supérieure d'ingénieurs Léonard-de-Vinci, known as ESILV, is a prestigious engineering school located in Paris-La Défense, France. Part of the Pole Léonard de Vinci, it offers a multidisciplinary curriculum blending fundamental science with cutting-edge digital technologies. The school’s project-based pedagogy emphasizes innovation, teamwork, and professional skills, preparing students to become agile engineers in fields like AI, finance, and energy. With strong industry connections and a focus on international exposure, ESILV graduates are highly valued for their technical expertise and adaptive mindset, embodying the inventive spirit of Leonardo da Vinci himself.，出售ESILV雷昂那多达芬奇高等工程师学院研究生学历文凭, 网络快速办理ESILV毕业证成绩单, ESILV雷昂那多达芬奇高等工程师学院毕业证书, 100%办理ESILV毕业证书, 高质Ecole Supérieure d'Ingénieurs Léonard de Vinci雷昂那多达芬奇高等工程师学院成绩单办理安全可靠的文凭服务, 修改Ecole Supérieure d'Ingénieurs Léonard de Vinci雷昂那多达芬奇高等工程师学院成绩单电子版gpa让学历更出色, ESILV文凭制作服务您学历的展现, ESILV毕业证定制, 快速办理ESILV毕业证-雷昂那多达芬奇高等工程师学院毕业证书-百分百放心

【V信83113305】：The French School of Communication and Cross-Cultural Management stands as a premier institution for mastering the nuances of global interaction. It uniquely blends rigorous academic theory in media, public relations, and strategic communication with the essential practical skills for navigating complex cultural landscapes. The core of its curriculum is a deep focus on cross-cultural management, preparing graduates to lead diverse teams, negotiate international agreements, and build strong brands across borders. By emphasizing both French and Anglo-Saxon business practices, the school cultivates truly global mindsets. Its graduates emerge as agile communicators and empathetic leaders, equipped to bridge cultural divides and drive success in an interconnected world, making them highly sought-after assets in multinational corporations and organizations.，传播与跨文化管理学院毕业证ISIT毕业证书, 100%学历传播与跨文化管理学院毕业证成绩单制作, 传播与跨文化管理学院学位证毕业证, 原版定制ISIT传播与跨文化管理学院毕业证书, 100%满意-ISIT毕业证传播与跨文化管理学院学位证, 100%收到-ISIT毕业证书传播与跨文化管理学院毕业证, 100%安全办理传播与跨文化管理学院毕业证, 挂科办理Institut de Management et de Communication Interculturels传播与跨文化管理学院毕业证本科学位证书, ISIT毕业证认证