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.

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

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.

Physically agile, this squishy strategist and tentacled tactician uses its intelligence and agency to intuit situations, anticipate outcomes, invent solutions, and improvise, remaining relevant for nearly 300 million years.

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

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

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

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.

By empowering employees and distributing decision-making, organizations can significantly enhance their agility, responsiveness, and ability to adapt to change.

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 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

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.

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

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.

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.

restructuring the organization to embrace more agile and adaptive models is a critical step in building resilience. By moving beyond traditional hierarchies, designing effective information flows, empowering employees, and cultivating a culture of experimentation and learning, organizations can create the foundation for long-term success in a dynamic and unpredictable environment.

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.

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.

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.

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 R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

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.

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.

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.

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

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

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)

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.

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.

Women have so much to contribute to the cybersecurity field. Breaking barriers is more than just populating the cybersecurity space with a female presence, but about contributing fresh and different perspectives to a dynamic landscape that requires agile and adaptable thinking.

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.

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.

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

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.

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.

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.

Army Brat: an acronym for Born, raised and transferred. Brats, irreverent, sometimes more reckless than courageous and unabashedly basking in the reflected glory and adoration our fathers deservedly received. But mostly we were gypsies--agile quick-witted and tough bunch of youngsters growing up in a world that barricaded the rest of the universe out and kept us cocooned within ours. The brats moved every two years across the country, from one cantonment to another, inadvertently learning to adapt and engage faster than their 'civilian' counterparts changed their iphones. Resilience was a byproduct of this lifestyle. Our wings were our roots. And those wings had brought my father to Tawang, a sensitive military base near out border with China.

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.

Agilibo’s platform offers businesses a range of agile tools to support team collaboration and performance. Our software includes features like Kanban boards and continuous feedback, enabling teams to implement agile methodologies and improve efficiency. With Agilibo, companies can adapt to changing demands and drive faster, more effective results in a competitive market.

You need to know what you are going to adapt to. Kaput! Simple, you are going to adapt to the wishes of your customer.   But

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.

Arguing on the Internet is a complete and utter waste of time and energy. It is futile and illogical. Yet, despite being a category of people who rely on their keen sense of logic, software developers often argue on the Internet.

You can’t survive in the long term if you die in the short term. The surest way to ensure extinction is to resist change and adaptation.

The Opportunity Cost of Christ, argues that trusting in and following Christ is not a leap of faith in defiance of reason, but the reasonable conclusion of a rational mind. Look for it in 2018.

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.

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.

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.

The agile movement supports individuals and teams through dedication to the concepts of self-organization, self-discipline, egalitarianism, respect for individuals, and competency. "Agile" is a socio-technical movement driven by both the desire to create a particular work environment and the belief that an adaptive environment is critical to the goal of delivering innovative products to customers.

Adaptation can be considered a mindful response to change.

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.

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

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

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.

The better question to ask is, “which tactic should I NOT use and which one should I start with first?” This allows us to decide which tactic will give us the largest impact for time spent. Prioritization is key when it comes to launching a job search strategy. Here are the results from a 2013 survey by recruiting authority Lou Adler: Tactic Used to Secure Job Internal Move or Networking Job Ad Recruiter Found LinkedIn Profile or Resume % Effectiveness 58% 27% 14%

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.

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

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,

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.

inspect and adapt.

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.

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.

rinciples, or "rules" in complexity theory terminology, affect how tools and practices are implemented. Practices are how principles are acted out. Grand principles that generate no action are mere vapor. Conversely, specific practices in the absence of guiding principles are often inappropriately used. Although the use of agile practices may vary from team to team, the principles are constant. Principles are the simple rules of complex human adaptive systems.

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.

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!

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.