Agile transformations are sweeping the C-suite: a combination of solid business performance by much-admired companies, great PR and savvy management consultants who have successfully ‘abbreviated’ the commitment required and their firm’s ability to transform people into agile high performers.
This repositions agile from an ongoing process of 'getting it right' to a one-off intervention measured not by its outcomes, but by its duration and cost.
How do we address these executive concerns and get to a constructive engagement and better outcomes for all? Let’s explore our first principles assumptions about executive needs: are we giving them what they require to keep us involved in the transformation?
Kate began her career in US national politics. Since that time, her professional experience has focused on business strategy and growth, along with marketing, brand and communications strategy drawing on the fundamentals she learned in Washington, DC.
She has consulted with and held board-level roles at global and national businesses, worked with investors across their portfolios, and spent time at start-ups and early stage companies. Her sector experience includes technology, pharmaceutical, media, luxury travel, FMCG and omni-channel retail.
She's currently working on an enterprise agile transformation programme at a major financial services company. Free time is spent mentoring start-ups in a number of sectors and women interested in working in tech.