The 3D Agile Leader Model (Collet)




Organizational Agility
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Hong Sun
Management Consultant, Canada

The 3D Agile Leader Model (Collet)

The Three-Dimensional Agile Leader Model by Bruno Collet delineates the multi-facets of agile leadership and provides a practical framework for agile leadership development. It explains the three critical roles a leader must assume simutaneously in order to become an agile leader: "Servant Leader, Value Creator, and Intrapreneur. Each dimension comprises three themes.
  1. The first dimension calls for SERVANT LEADERSHIP. To take the role of Servant Leader, the manager must provide the employees with a clear, ambitious, and inspiring vision that keeps everyone moving in the same direction; he must continuously develop others by giving proper levels of autonomy and enabling informal leadership based on competency; he must also exemplify the most essential characteristic of an agile leader: "authenticity, i.e. building trust based on openness, sincerity, and strong moral values.
  2. The second dimension focuses on VALUE CREATION. In order to sustainably maximize value delivery, the manager, aka the value creator needs to build an intimate but honest relationship with all the stakeholders to optimize collaborations with them and understand what kind of value each of them is seeking for; concurrently, he needs to distinguish the different types of value that his organization needs to create, and all the while making wise trade-offs between those various types of value and stakeholders' demands; simultaneously, to maximize the organization's value creation capability, the value creator must embrace system thinking: to treat the organization as a complex adaptive system, which involves fundamental structural and cultural shifts that can eventually create a flexible organization that learns and evolves on the fly in an ecosystem reaching optimal equilibrium.
  3. The third dimension centers around INTRAPRENEURSHIP, i.e. entrepreneurship inside an organization. The manager, aka the intrapreneur in this case understands that the best way to build in adaptability and resilience is through innovation. To encourage innovation, the intrapreneur must at first create the right conditions for ideation: "a social process to generate impactful, innovative, and context-wise ideas; after which he needs to apply proper experimentation to find the fastest, cheapest, and the least risky innovation ideas, which concerns how to finance, design, and execute the experiments; finally, to reach real success, the intrapreneur must be obsessed with a growth mindset, with "growth" here referring to the industrialization or scaling up of the experimentally validated ideas, because innovation doesn't stop after experimentation: "the tougher task is to cross the stagnation chasm between experimentation and scale-up.
See also: How to be an Agile Leader?

   

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