In this final module of Leading with Outcomes, we will be exercising those strategic patterns and skills on a wider range of organisational challenges. To help us, we've given a classic and powerful model of organisation a radical refresh, presenting it in a novel and highly accessible way, and demonstrating its applicability to organisations of all shapes and sizes and its compatibility with modern thinking on complexity. At every step you'll be learning some of the "deep magic" of organising, and you won't look at organisations in quite the same way again!

This module comes in two parts, each part certified.

Adaptive Organisation (I): Business agility at every scale

What every leader needs to know about organising for adaptability:

• The three overlapping spaces of the Deliberately Adaptive Organisation
• Integrating strategy, delivery, and mutual trust-building
• Finding balance in relationships; managing complexity

For any given organisational scale – beginning with the scale and scope you most easily identify with and scaling up and down from there – what are the preconditions for business agility, and what gets in the way of that? Looking at your organisation (or any other), what constraints and freedoms operate? What elements should we expect to see? Between those many elements – people, teams, other organisational units of all sizes, the systems that exist at each scale, and so on – what relationships must be in place? How can we help those relationships become more balanced, more healthy and more productive for all who participate in them?

1. Delivery, Discovery, and Renewal:
   • Inside value creation's inner learning loop
   • Turning intent into progress and turning experiments into intelligence and insights
   • Reconciling Agile and business agility
2. Adaptive Strategy:
   • Making organising commitments, autonomy at every scope and scale
   • Understanding self and environment, creating and managing options accordingly
   • Actively maintaining coherent identity, purpose, and values 
3. Mutual Trust Building:
   • Models of trust-building leadership
   • The systemic role of trust
   • Sensemaking – making meaningful progress in the presence of ambiguity 

Adaptive Organisation (II): Between spaces, scopes, and scales

What every leader needs to know about scale:

• Relationships between spaces and scales
• Navigating structure
• Managing the time dimension

Extending the approach of part I, and providing insights that are mostly absent from process-based frameworks (the Agile scaling frameworks for example), in what practical ways can we help the relationships between organisational scales to be more healthy and productive? And again, we scale down as well as up. What about our networks? And other kinds of relationship – people to business challenges, to business domains, and to their own and others' development, for example? And we finish very much in Leading with Outcomes style, developing and pursuing organisational strategy in the language of needs, obstacles, and outcomes.

4. Between and across scales:
   • Navigating formal structure
   • Your organisation in 5 networks
   • Between and across scales: Structuring, connecting, translating, and reconciling
5. Organising at human scale 
   
   • Teaming and re-teaming
   • The developmental organisation
   • Thinking in circles – organising without reorganising 
6. Possibility and purpose
   
   • Dialogic and generative organisation development
   • Developing and pursuing strategy in the language of needs, outcomes, and outcomes
   • The Agenda for Change: Theory of Change + goals + measures of success + commitments + options

Sources

As outlined in our white paper Everywhere all at once, The Deliberately Adaptive Organisation deeply integrates these great models:

• Viable System Model, Stafford Beer's classic model for all organisations that have the drive to "improve their capacity for independent action"; here it is the framework within which the other models and tools are integrated
• Complexity science – Complex Adaptive Systems (CAS), Cynefin, and more
• Agendashift, Leading with Outcomes, Right to Left, and Wholehearted – outcome-orientation, leadership and strategy
• Sociocracy (aka Dynamic Governance, Circular Hierarchy) – purposeful collaboration and self-governance at every scale
• Lean-Agile ("Lean and Agile celebrated both separately and together") and friends
• The Deliberately Developmental Organisation, Robert Kegan & Lisa Laskow Lahey's model for building organisations that align personal and organisational growth
• Objectives and Key Results (OKR) – the strategy deployment framework pioneered at Intel