Agility And Adaptability Quotes

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

Incremental climate adaptation needs to shift to exponential climate adaptation.

Elephant, beyond the fact that their size and conformation are aesthetically more suited to the treading of this earth than our angular informity, have an average intelligence comparable to our own. Of course they are less agile and physically less adaptable than ourselves -- nature having developed their bodies in one direction and their brains in another, while human beings, on the other hand, drew from Mr. Darwin's lottery of evolution both the winning ticket and the stub to match it. This, I suppose, is why we are so wonderful and can make movies and electric razors and wireless sets -- and guns with which to shoot the elephant, the hare, clay pigeons, and each other.

Strategic thinking enables boards to anticipate and adapt to disruptions, ensuring the organization remains agile and resilient.

What someone may lack in talent can be more than made up for in self-motivation, self-direction, and follow-through.

Work expands so as to fill the time available for its completion.” —Cyril Northcote Parkinson

lot of agility, adaptability, a natural propensity toward curiosity, an insatiable appetite for that and this and this and that!

life was about being agile in spirit and adapting quickly.

Embrace change and practice flexibility. It will make you more agile in adapting to new people and situations.

The agile way is more adapt to changes but shall not lose the sight of big picture.

The sword doesn't change. So you have to adapt to the sword. You can't change your surroundings. They only change once you have changed.

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".

Even if your company continues to thrive, your ability to survive in it depends on your capacity and willingness to innovate. Job security these days depends on the same qualities that make good entrepreneurs: agility, imagination, persistence, execution. To put it another way, adapt from within or you may be forced to adapt from without. Become

casting the interface reference to any implementation is always a bad idea.

In fact, in an agile project, technical excellence is measured by both capacity to deliver customer value today and create an adaptable product for tomorrow.

The Agile Project Management principles and framework encourage learning and adapting as an integral part of delivering value to customers.

Is the enterprise agile (able to react quickly), Lean (efficient) and adaptive (intelligent, proactive and change oriented)?

A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.

The surest way to ensure career extinction is to resist change and adaptation.

Do you want a level of income to fit your lifestyle or a lifestyle to fit your income level?

I am suggesting that we don’t put the “income” cart before the “contentment” horse.

The formula for success is simple: deliver today, adapt tomorrow.

Women were a nimble workforce capable of working collaboratively in networks and fluid groups-we still speak of secretarial "pools"-adaptable to the needs of the enterprise

Risk is managed not through cautious planning but through bold experiments combined with frequent inspection, feedback, and adaptation.

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.

the most important work of a future simulation is to prepare our minds and stretch our collective imagination, so we are more flexible, adaptable, agile, and resilient when the “unthinkable” happens.

Wherever we are, it is but a stage on the way to somewhere else, and whatever we do, however well we do it, it is only a preparation to do something else that shall be different. —Robert Louis Stevenson

When uncertainty is low, adaptive approaches run the risk of higher costs. When uncertainty is high, optimizing approaches run the risk of settling too early on a particular solution and stifling innovation.

Consciously Constructive Human Capital Development, Perpetual Reinvention: innovation & Creativity, Adaptability, Resilience and Agility, are not only CORE DRIVERS, but also the DEFINING features of economic success in the 4IR.

Newtonian versus quantum, predictability versus flexibility, optimization versus adaptation, efficiency versus innovation—all these dichotomies reflect a fundamentally different way of making sense about the world and how to manage effectively within it.

Many firms fail to see that since generally all organizations have access to the same rapidly evolving technology, competitive advantage flows not from the technology itself but rather from the agility with which organizations understand and adapt the technology to meet customers’ real needs.

Your encounters will be more successful when you slow down, pay attention, and become more mindfully aware of the world around you. Heightening your awareness in your social, situational, contextual, orientational, and cultural scenarios will improve your agility as you adapt to new social settings.

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.

An adaptive development process has a different character from an optimizing one. Optimizing reflects a basic prescriptive Plan-Design-Build lifecycle. Adapting reflects an organic, evolutionary Envision-Explore-Adapt lifecycle. An adaptive approach begins not with a single solution, but with multiple potential solutions (experiments). It explores and selects the best by applying a series of fitness tests (actual product features or simulations subjected to acceptance tests) and then adapting to feedback.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

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.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

The world celebrates money, the universe celebrates generosity. The world celebrates position, the universe celebrates humility. The world celebrates titles, the universe celebrates dignity. The world celebrates fame, the universe celebrates modesty. The world celebrates success, the universe celebrates mastery. The world celebrates wealth, the universe celebrates charity. The world celebrates strength, the universe celebrates industry. The world celebrates might, the universe celebrates adaptability. The world celebrates power, the universe celebrates energy. The world celebrates lust, the universe celebrates chastity. The world celebrates ambition, the universe celebrates agility. The world celebrates passion, the universe celebrates efficiency. The world celebrates education, the universe celebrates ingenuity. The world celebrates scholars, the universe celebrates sagacity. The world celebrates talent, the universe celebrates creativity. The world celebrates culture, the universe celebrates civility. The world celebrates class, the universe celebrates equality. The world celebrates tradition, the universe celebrates individuality. The world celebrates gender, the universe celebrates impartiality. The world celebrates race, the universe celebrates humanity. The world celebrates tradition, the universe celebrates spirituality. The world celebrates religion, the universe celebrates divinity. The world celebrates pleasure, the universe celebrates purity. The world celebrates darkness, the universe celebrates piety. The world celebrates time, the universe celebrates continuity. The world celebrates chance, the universe celebrates destiny. The world celebrates life, the universe celebrates eternity.

Scrum is particularly well suited for operating in a complex domain. In such situations our ability to probe (explore), sense (inspect), and respond (adapt) is critical.

inspect and adapt.

When dealing with a complex adaptive system, sticking to the plan is a recipe for failure. 

It is a general rule that implementations should be split from their interfaces by placing them in separate assemblies. For this, you can use the Stairway pattern.

Worse yet is the rejection of upfront requirements. The basic observation is correct: requirements will change, and are hard anyway to capture at the beginning. In no way, however, does it imply the dramatic conclusion that upfront requirements are useless! What it does imply is that requirements should be subject to change, like all other artifacts on the software process. [...] The agile advice here is irresponsible and serious software projects should ignore it.The sound practice is to start collecting requirements at the beginning, produce a provisional version prior to engaging in design, and treat the requirements as a living product that undergoes constant adaptation throughout the project.

An interface is said to be fluent if it returns itself from one or more of its methods. This allows clients to chain calls together,

For a law enforcement organization to run smoothly it needs positive leadership. Positive leadership is when a leader interacts with the frontline. Interaction is not just getting to know those a leader works with and serves, although knowing your people is an important component to leading. Interaction is as well to continually develop and train and develop not only ourselves but those the leader serves in an effort to build a common outlook. In the end positive leader understands that a strong common outlook between the top and frontline establishes trust, or even better mutual trust. The leader's true work: Be worthy of his or her constituents' trust. Positive leaders know the side with the stronger group feeling has a great advantage.2 Strong trust encourages delegation and reduces the amount of information and tactical direction needed at the top or strategic level. With less information to process and a greater focus on strategic issues, the decision making cycle at the top accelerates and the need for policies and procedures diminishes, creating a more fluid and agile organization. Mutual trust, unity and cohesion underlie everything.

As stated in Section 1.10 of this Software Extension, “agile” is not a project life cycle; it is a term used to characterize certain attributes that adaptive life cycles share to varying degrees.

Agile methodologies are based on the philosophy of empirical process control, which is a continuous cycle of inspecting the process for correct output and operations and adapting the process as needed.

Leadership’s role is to develop individuals who understand and practice integrity, courage, initiative, decisiveness, mental agility and personal accountability. These fundamental qualities must be aggressively cultivated which in turn allows for an atmosphere of adaptability at the lowest level, on the street. “I am here now in the situation that requires a decision…”  I AM EMPOWERED, SUPERENPOWERED TO DECIDE and ACT!

An agile organization must be built on an integrated foundation of management practices that create an adaptable organization.

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.

Sabre’s Load-Out Omnitron III Class II Personal Assault Vehicle (Sabre) Core: Class II Omnitron Mana Engine CPU: Class D Xylik Core CPU Armor Rating: Tier IV (Modified with Adaptive Resistance) Hard Points: 5 (5 Used) Soft Points: 3 (3 Used) Requires: Neural Link for Advanced Configuration Battery Capacity: 120/120 Attribute Bonuses: +35 Strength, +18 Agility, +10 Perception Inlin Type II Projectile Rifle Base Damage: N/A (Dependent Upon Ammunition) Ammo Capacity: 45/45 Available Ammunition: 250 Standard, 150 Armor Piercing, 200 High Explosive, 25 Luminescent Ares Type II Shield Generator Base Shielding: 2,000 HP Regeneration Rate: 50/second unlinked, 200/second linked Mkylin Type IV Mini-Missile Launchers Base Damage: N/A (dependent on missiles purchased)

Organizational Agility describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

Agility is the ability to adapt and respond to change … agile organizations view change as an opportunity, not a threat.” —Jim Highsmith

The point is this: Being able to see around the corner of tomorrow and being agile enough to adapt to what’s coming have never been more important. And, in three parts, that’s exactly what this book will do.

An ADAPTAGILITY High Performance coach can reveal options and choices that you did not see, and then set you up with accountability and rewards, to follow through fully, to take SWIFT action, on your best choices.

Learning-agile employees constantly seek new challenges at work, take risks and self-reflect from mistakes. They’re obsessed with learning and growth rather than titles and promotions. As a result, they adapt quickly to unfamiliar situations and thrive among chaos and uncertainty, the number one most critical skill in a world changing dramatically from technology. The higher you go in an organization, the more you’ll lead and make decisions in uncertainty. While ordinary careers stutter and plateau in this uncertainty, the learner’s career accelerates. Figure 6.1: The learner’s career path

Organisational, or Team, Culture is a foundation, and primary factor for enabling greater people performance and exponential results. To fully enable, and unleash, people potentials, consciously constructive leaders cultivate the heads, hearts, minds, and Souls. in their organisation

The handover from efficiency to adaptivity comes with sweeping changes in the economy and society including the shift from productivity to regenerativity, growth to flourishing, ownership to access, seller-buyer markets to provider-user networks, linear processes to cybernetic processes, vertically integrated economies of scale to laterally integrated economies of scale, centralized value chains to distributed value chains, corporate conglomerates to agile, high-tech small- and medium-sized cooperatives blockchained in fluid commons, intellectual property rights to open-source sharing of knowledge, zero-sum games to network effects, globalization to glocalization, consumerism to eco-stewardship, gross domestic product (GDP) to quality-of-life indicators (QLI), negative externalities to circularity, and geopolitics to biosphere politics.

After identifying the adaptable and networked nature of Al Qaeda, the general and his team explored why traditional organizations aren’t adaptable. One conclusion they reached was that agility and adaptability are normally limited to small teams. They explored the traits that make small teams adaptable, such as trust, common purpose, shared awareness, and the empowerment of individual members to act.

Things have changed and product roadmaps haven’t caught up. They haven’t adapted to a world of lean and agile (some would even say post-agile) organizations. But there is still a need (even a hunger) for the vision, direction, and rallying cry that a good roadmap provides. To meet this need, roadmaps need a refresh — a relaunch, so to speak.

Having a path for the product is good, building that path in line of the vision is key, doing it together ‘makes or breaks it’, tuning and adjusting it as we go and learning from it is what wins in an ever changing environment.

Pushing the boundaries of knowledge from what proved us wrong, with courage to reveal flags, humility to test early & adapt rapidly.

there is an optimal level of change for every business, and for every activity within a business. Ideally, an agile business system would operate at the golden mean between change deficiency—leading to a static business system that adapts too slowly to survive—and change excess, creating a chaotic business system that constantly risks spinning out of control.

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.

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

Imagine if Wells Fargo had adopted an agile approach to strategy: the company's top management would then have taken repeated instances of missed targets or false accounts as useful data to help it assess the efficacy of the original cross-selling strategy. This learning would then have triggered much-needed strategic adaptation.

agility and adaptability are normally limited to small teams. They explored the traits that make small teams adaptable, such as trust, common purpose, shared awareness, and the empowerment of individual members to act.

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.

#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.

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

In a rapidly changing world, prevention might be the key to defeating existential risks, but adaptability and agility are the ultimate measures of prevention.

Domain concern Architecture characteristics Mergers and acquisitions Interoperability, scalability, adaptability, extensibility Time to market Agility, testability, deployability User satisfaction Performance, availability, fault tolerance, testability, deployability, agility, security Competitive advantage Agility, testability, deployability, scalability, availability, fault tolerance Time and budget Simplicity, feasibility

Understanding the gravity of the situation, QYK Brands leveraged its existing infrastructure and expertise to scale up production rapidly. The company's agility and adaptability allowed for the seamless transition from its traditional product lines to the manufacturing of critical healthcare items. This nimble response not only showcased QYK Brands' resilience but also highlighted its commitment to being a proactive participant in the collective effort to combat the virus.

in the absence of fast, frequent, and useful feedback, systems of any type—technological, biological, social, psychological—will experience instability and even collapse. Systems with reliable feedback that triggers appropriate reactions are stable, resilient, and agile in even the most arduous situations. In the long term, systems that have adequate feedback and are capable of adaptation will improve, sometimes in dramatic ways, both by direction and magnitude.

Paul’s tongue was agile, skillful, responding to her teasing, allowing itself to be led and then taking initiative. He was energetic yet gentle, not overpowering with his tongue, not pushing into her mouth. He adapted excellently and suggested new games. His lips were neither hard and tense, nor were they soft and limp. They were natural, just right, neither too thin nor too thick. They didn’t crush her lips in excessive passion, nor did they suck too eagerly, but they connected with her lips as equals, trying to befriend them, wanting to like them, without domination or subjugation.

Kanter foresaw that increased disruption and unpredictability would necessitate increased agility and adaptability which could be achieved only by loosening control.

Agile HR Manifesto We are uncovering better ways of developing an engaging workplace culture by doing it and helping others do it. Through this work, we have come to value: Collaborative networks over hierarchical structures Transparency over secrecy Adaptability over prescriptiveness Inspiration and engagement over management and retention Intrinsic motivation over extrinsic rewards Ambition over obligation That is, while there is value in the items on the right section of the sentence, we value the items on the left more.

Doing agile is a set of activities, but being agile is the state of mind, the ongoing capability, and the cultural adaptability.

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

Homo sapiens simonus, aka Simon Miner. Only one of his kind. Male. Predatory. Highly adaptable. Dark brown hair and deep blue eyes. 6'3". His well-muscled frame was agile and strong. His deadly smile incapacitated his victims. Voice promised safety. Sexual prowess compromised victim's intellect (temporarily). Yet he was intent on one vital organ - the heart.

Creative leadership can be described as “adaptability meets agility,” and “innovation meets principles.

In the previous two decades, as NUMMI’s success had become better known, executives in other industries had started adapting the Toyota Production System philosophy to other industries. In 2001, a group of computer programmers had gathered at a ski lodge in Utah to write a set of principles, called the “Manifesto for Agile Software Development,” that adapted Toyota’s methods and lean manufacturing to how software was created.

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.

Audrey,” Beatrix implored, “do let me sit next to Lord Annandale.” As if it were some coveted privilege. “If you insist.” Audrey leaped from the settee as if she had been launched by a spring mechanism. Before Beatrix took her place, she bent to rummage beneath the settee. Dragging out a drowsing gray cat, she settled it on Annandale’s lap. “Here you are. Nothing warms you faster than a cat in your lap. Her name is Lucky. She’ll purr if you pet her.” The old man regarded it without expression. And to Christopher’s astonishment, the old man began to stroke the sleek gray fur. “This cat is missing a leg,” he remarked to Beatrix. “Yes, I would have named her Nelson, after the one-armed admiral, but she’s female. She belonged to the cheesemaker until her foot was caught in a trap.” “Why did you name her Lucky?” Annandale asked. “I hoped it would change her fortunes.” “And did it?” “Well, she’s sitting in the lap of an earl, isn’t she?” Beatrix pointed out, and Annandale laughed outright. He touched the cat’s remaining paw. “She is fortunate to have been able to adapt.” “She was determined,” Beatrix said. “You should have seen the poor thing, not long after the amputation. She kept trying to walk on the missing leg, or jump down from a chair, and she would stumble and lose her balance. But one day, she woke up and seemed to have accepted the fact that the leg was gone for good. And she became nearly as agile as before.” She added significantly, “The trick was forgetting about what she had lost…and learning to go on with what she had left.” Annandale gave her a fascinated stare, his lips curving. “What a clever young woman you are.

If you achieve triunal agility, you become adaptable and resilient. As a result, you can deal with whatever life throws at you—even big upsets and tragedies. Occasionally you’ll slide into crazy when an upset causes your three brains to temporarily misalign, but you won’t live there permanently.

As with art, first impressions are not rigid or carved in stone. Rather they are agile and adaptable, depending on the inspiration, the artist, the observer, the medium, and the circumstance.

Everyone is dispensable but some are more dispensable than others.

Labor saving devices have destroyed many jobs but have given rise to many new ones. It simply is up to us if we are going to resist or embrace the future.

The construct of retirement is dubious at best and a farce at worst. Expectations contrary to this are to be dashed.

Adaptability is the name of the game; if you understand that you must now be adaptable and flexible, you will find a way to succeed in your career. If not, you will succumb to job market pressures.

In the name of all that is holy, please consider the wages of a particular profession before you select that degree plan.

Whereas previous generations had to face some unpredictability, current generations are facing unprecedented levels of instability.

Finding a job that is a good fit is as much about you selecting the right company as it is about them selecting the right candidate.

Can’t we do better with Applicant Tracking System (ATS) software?

When presented with an open door in your job, drive a Mack truck through it.

There remains a natural career progression even though the tougher job climate seeks to delay it.

Our career mantra should be learn, relearn, repeat.

We don’t deserve our job. Period.

Post Interview Don’t forget to send a written “Thank You” card to each interviewer (no e-mails unless it is in addition to a written one with additional info like a personal thank you video). This is especially important between multiple rounds of interviews; take the opportunity to show new information demonstrating you are a subject matter expert (article, video, portfolio, etc.) after each round of interviews. And follow up minimally by phone to show continued interest without coming off as desperate or a stalker.