The Change Perspective - Revision history

Cbird: /* Adapt or Die! */

2025-05-28T15:06:46Z

Adapt or Die!

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	[[File:Change Posture.png\|~~775x775px~~]]		[[File:Change Posture.png\|593x593px]]

Cbird: added an additional bullet for fundamental change

2025-03-19T10:17:52Z

added an additional bullet for fundamental change

← Older revision		Revision as of 12:17, 19 March 2025
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	* “De-scale” - always consider options for reducing the complexity of the current context!		* “De-scale” - always consider options for reducing the complexity of the current context!
	* Reduce the risk, fear and resistance to change by using small safe-to-fail experiments.		* Reduce the risk, fear and resistance to change by using small safe-to-fail experiments.
			* Be prepared to make difficult and fundamental changes rather than polishing the current system of work.
	* Shape, support, and incorporate learning from experiments into emergent practices.		* Shape, support, and incorporate learning from experiments into emergent practices.
	* Scaling success should be an evolutionary process.		* Scaling success should be an evolutionary process.

Cbird at 17:14, 13 February 2025

2025-02-13T17:14:14Z

← Older revision		Revision as of 19:14, 13 February 2025
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	''"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change." Charles Darwin (1809 - 1882)''		''"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change." Charles Darwin (1809 - 1882)''


	==Challenges to Change==		==Challenges to Change==
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	The approach to change has to address these challenges to have a chance of success.		The approach to change has to address these challenges to have a chance of success.


	== Evolutionary and Emergent Change Model ==		== Evolutionary and Emergent Change Model ==

Cbird at 17:13, 13 February 2025

2025-02-13T17:13:16Z

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	~~[[index.php?title=File:Catalyse_Purpose.png\|link=File:Catalyse_Purpose.png\|alt=Start by catalysing the purpose and driving forces for change\|right\|114x114px]]~~

	=== Catalyse Purpose! ===		=== Catalyse Purpose! ===

Cbird at 17:12, 13 February 2025

2025-02-13T17:12:24Z

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	Changing organisational systems is generally challenging, highly disruptive, risky and takes more time than expected. The larger the change and the greater the cultural shift required, the more this is true.		Changing organisational systems is generally challenging, highly disruptive, risky and takes more time than expected. The larger the change and the greater the cultural shift required, the more this is true.

			[[File:ForcesAgainstChange V2.png\|alt=Changes is resisted by Ingrained Habits, Fear of Change, Size & Scope of Change, Risk of Change, Difficulty of Change, and Little Motivation for the change.\|600x600px]]


	[[File:ForcesAgainstChange V2.png\|alt=Changes is resisted by Ingrained Habits, Fear of Change, Size & Scope of Change, Risk of Change, Difficulty of Change, and Little Motivation for the change.\|600x600px]]

	Many personal, group and systemic factors push back against proposed changes. Some of these are illustrated above and are discussed further below:		Many personal, group and systemic factors push back against proposed changes. Some of these are illustrated above and are discussed further below:
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			[[File:ELSE Change Model-Purpose.png\|alt=An evolutionary and empowering change process modelled with 2 nested OODA loops.\|1112x1112px]]


	~~[[File:ELSE Change Model-Purpose.png\|alt=An evolutionary and empowering change process modelled with 2 nested OODA loops.\|1112x1112px]]~~

			[[index.php?title=File:Catalyse_Purpose.png\|link=File:Catalyse_Purpose.png\|alt=Start by catalysing the purpose and driving forces for change\|right\|114x114px]]

	=== Catalyse Purpose! ~~[[File:Catalyse Purpose.png\|alt=Start by catalysing the purpose and driving forces for change\|114x114px]]~~ ===		=== Catalyse Purpose! ===
	Given the challenges of change, there needs to be clear and agreed reasons that will motivate people to risk modifying systems and ways of working. Clarity of purpose will also inform strategies and decisions on the direction and detail of the evolving changes.		Given the challenges of change, there needs to be clear and agreed reasons that will motivate people to risk modifying systems and ways of working. Clarity of purpose will also inform strategies and decisions on the direction and detail of the evolving changes.

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	*[[Create clarity of purpose]]		*[[Create clarity of purpose]]
	*[[Maximise engagement]]		*[[Maximise engagement]]


	[[File:Observe-Outer.png\|alt=Observe - Engage Peiople, Create Safety, Map Context\|right\|200x200px]]		[[File:Observe-Outer.png\|alt=Observe - Engage Peiople, Create Safety, Map Context\|right\|200x200px]]
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	* The experiments must be able to run independently without impacting each other and this might be difficult to predict. It must be possible to attribute observed outcomes to a specific experiment and avoid the possibility of one cancelling the benefits of another.		* The experiments must be able to run independently without impacting each other and this might be difficult to predict. It must be possible to attribute observed outcomes to a specific experiment and avoid the possibility of one cancelling the benefits of another.
	* Ensure that the additional WIP due to initiating, supporting and learning from the experiments does not negatively impact the outcomes of the process. Taking on too many parallel changes can overload the capacity to support the experiments and may lead to incorrect invalidation of good ideas that lack sufficient support.		* Ensure that the additional WIP due to initiating, supporting and learning from the experiments does not negatively impact the outcomes of the process. Taking on too many parallel changes can overload the capacity to support the experiments and may lead to incorrect invalidation of good ideas that lack sufficient support.



	Supporting Principles:		Supporting Principles:
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	From John Shook’s work and learning from his [https://www.lean.org/downloads/35.pdf NUMMI] experience (<nowiki>https://www.lean.org/downloads/35.pdf</nowiki>), we know that behaviour drives culture, values, attitudes and thinking rather than the traditional idea of teaching people new ways of thinking first.		From John Shook’s work and learning from his [https://www.lean.org/downloads/35.pdf NUMMI] experience (<nowiki>https://www.lean.org/downloads/35.pdf</nowiki>), we know that behaviour drives culture, values, attitudes and thinking rather than the traditional idea of teaching people new ways of thinking first.



	An experiment that incorporates new or changed behaviours, processes, systems, artefacts or environmental context, is likely to evolve the culture of those impacted. As a successful experiment is adopted more broadly the breadth of the cultural impact also increases. So, changes made to the working environment and its associated systems and processes will impact how people behave and think. This is clearly an essential element of the feedback loop into the process of emerging practice and cultural change.		An experiment that incorporates new or changed behaviours, processes, systems, artefacts or environmental context, is likely to evolve the culture of those impacted. As a successful experiment is adopted more broadly the breadth of the cultural impact also increases. So, changes made to the working environment and its associated systems and processes will impact how people behave and think. This is clearly an essential element of the feedback loop into the process of emerging practice and cultural change.
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	==== Identify Options ====		==== Identify Options ====
	Once we have established root causes and sufficient understanding, generate diverse options for improving the outcome. These may include options to refine the experiment and keep running it, adopt the experiment more broadly or abandon it and select another option entirely.		Once we have established root causes and sufficient understanding, generate diverse options for improving the outcome. These may include options to refine the experiment and keep running it, adopt the experiment more broadly or abandon it and select another option entirely.

	[[File:Decide-Inner.png\|alt=Decide whether to - Adapt, Adopt or Abandon th experiment\|right\|200x200px]]		[[File:Decide-Inner.png\|alt=Decide whether to - Adapt, Adopt or Abandon th experiment\|right\|200x200px]]
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	The impact of improvements will change the context, and given the complex adaptive nature of human systems, the outcomes may not be entirely as expected. It is, therefore, essential that we start by re-engaging our people to re-assess the context before embarking on further changes.		The impact of improvements will change the context, and given the complex adaptive nature of human systems, the outcomes may not be entirely as expected. It is, therefore, essential that we start by re-engaging our people to re-assess the context before embarking on further changes.


	==Change Perspective Summary==		==Change Perspective Summary==

Cbird at 17:06, 13 February 2025

2025-02-13T17:06:03Z

← Older revision		Revision as of 19:06, 13 February 2025
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	''ELSE is a continuous improvement approach that fosters emergent practices, guided by actionable principles, to enhance organisational agility at scale''.		''ELSE is a continuous improvement approach that fosters emergent practices, guided by actionable principles, to enhance organisational agility at scale''.



	[[File:Change Posture.png\|775x775px]]		[[File:Change Posture.png\|775x775px]]



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	[[File:ForcesAgainstChange V2.png\|alt=Changes is resisted by Ingrained Habits, Fear of Change, Size & Scope of Change, Risk of Change, Difficulty of Change, and Little Motivation for the change.\|600x600px]]		[[File:ForcesAgainstChange V2.png\|alt=Changes is resisted by Ingrained Habits, Fear of Change, Size & Scope of Change, Risk of Change, Difficulty of Change, and Little Motivation for the change.\|600x600px]]


	Many personal, group and systemic factors push back against proposed changes. Some of these are illustrated above and are discussed further below:		Many personal, group and systemic factors push back against proposed changes. Some of these are illustrated above and are discussed further below:
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	The ELSE Change Model is illustrated below. The outline of the change cycle is modelled as an outer OODA loop that uses [[Actionable Principles\|ELSE Actionable Principles]] to help guide where change is required and in which direction. An inner OODA loop models the Experiment and Learn cycle to emerge and establish new practices.		The ELSE Change Model is illustrated below. The outline of the change cycle is modelled as an outer OODA loop that uses [[Actionable Principles\|ELSE Actionable Principles]] to help guide where change is required and in which direction. An inner OODA loop models the Experiment and Learn cycle to emerge and establish new practices.



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	Focus on scaling “Value” rather than assuming the need to scale the size of the development system. First consider “De-scaling” by exploring options that enable the scaling level and complexity to be reduced. A surprising amount of performance improvement can often be unlocked by reducing complexity and overhead. For example, team performance often suffers from interdependencies that cause delays and prevent completion of work. We could choose an option to add additional meetings to manage the dependencies, or we could look to reduce the dependencies by simplifying the product and team structures.		Focus on scaling “Value” rather than assuming the need to scale the size of the development system. First consider “De-scaling” by exploring options that enable the scaling level and complexity to be reduced. A surprising amount of performance improvement can often be unlocked by reducing complexity and overhead. For example, team performance often suffers from interdependencies that cause delays and prevent completion of work. We could choose an option to add additional meetings to manage the dependencies, or we could look to reduce the dependencies by simplifying the product and team structures.


	Supporting Principles:		Supporting Principles:
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	When selecting options, it is worth considering addressing challenges considering the emphasis shown in the diagram below:		When selecting options, it is worth considering addressing challenges considering the emphasis shown in the diagram below:



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	[[File:Observe-Inner.png\|alt=Observe - Support, Gather data\|right\|200x200px]]		[[File:Observe-Inner.png\|alt=Observe - Support, Gather data\|right\|200x200px]]

	=== Run Experiments ===		=== Run Experiments - Observe ===

	==== Support ====		==== Support ====
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	* Support a “Safe to Fail” culture by ensuring that responses to unexpected outcomes of experiments are constructive and lead to learning and adaptation.		* Support a “Safe to Fail” culture by ensuring that responses to unexpected outcomes of experiments are constructive and lead to learning and adaptation.

	====== Prompts and Triggers ======		===== Prompts and Triggers =====
	Even with great motivation to change, there is the inertia of ingrained habits to overcome. To help tackle this challenge to change, we need to provide some scaffolding to initiate new behaviours. If we don’t plan to work differently, we will carry on in the same way and nothing will change! An effective pattern is to either modify or insert prompts into existing processes and systems to trigger new behaviours. For example, a change might be as simple as adding a new column to a Kanban board or inserting a question into a planning meeting agenda.		Even with great motivation to change, there is the inertia of ingrained habits to overcome. To help tackle this challenge to change, we need to provide some scaffolding to initiate new behaviours. If we don’t plan to work differently, we will carry on in the same way and nothing will change! An effective pattern is to either modify or insert prompts into existing processes and systems to trigger new behaviours. For example, a change might be as simple as adding a new column to a Kanban board or inserting a question into a planning meeting agenda.

	====== Skills and Capabilities ======		===== Skills and Capabilities =====
	Address shortcomings in the skills and capabilities of people and systems in order to reduce the challenge of the new behaviours. If a change is too difficult, people will be far less likely to follow through. Furthermore, supporting the professional growth of the people will help in keeping them engaged with the change process.		Address shortcomings in the skills and capabilities of people and systems in order to reduce the challenge of the new behaviours. If a change is too difficult, people will be far less likely to follow through. Furthermore, supporting the professional growth of the people will help in keeping them engaged with the change process.

	====== Culture Impact ======		===== Culture Impact =====
	Organisational culture is notoriously difficult to influence directly. Initiatives to improve culture almost always fail. Culture is an outcome of the way we work, so by using experiments to gradually change how work is done, indirectly impacts culture.		Organisational culture is notoriously difficult to influence directly. Initiatives to improve culture almost always fail. Culture is an outcome of the way we work, so by using experiments to gradually change how work is done, indirectly impacts culture.

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	* [[Create clarity of purpose]]		* [[Create clarity of purpose]]

	===== Gather Data =====		==== Gather Data ====
	The purpose of an experiment is to learn and this requires that information is generated and harvested, regardless of whether the outcome was as expected. Unexpected outcomes often present the greatest opportunities for learning, as they can help us uncover faulty assumptions and gain new insights.		The purpose of an experiment is to learn and this requires that information is generated and harvested, regardless of whether the outcome was as expected. Unexpected outcomes often present the greatest opportunities for learning, as they can help us uncover faulty assumptions and gain new insights.

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	[[File:Decide-Inner.png\|alt=Decide whether to - Adapt, Adopt or Abandon th experiment\|right\|200x200px]]		[[File:Decide-Inner.png\|alt=Decide whether to - Adapt, Adopt or Abandon th experiment\|right\|200x200px]]

	==== Decide ====		=== Decide ===
	Based on what has been learned so far, decide on the best option to take the next step forward.		Based on what has been learned so far, decide on the best option to take the next step forward.

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	* [[Start small and scale success]]		* [[Start small and scale success]]
	* [[Scale only when you need to]]		* [[Scale only when you need to]]



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	Seeking volunteers is always preferred over mandating and pushing changes onto unwilling victims! The guidance on engaging those impacted by changes still holds when broadening and evolving practice. Engaging volunteers from the initial experiments to act as supporting coaches for new groups can reduce cognitive load and speed up the evolution of improvements.		Seeking volunteers is always preferred over mandating and pushing changes onto unwilling victims! The guidance on engaging those impacted by changes still holds when broadening and evolving practice. Engaging volunteers from the initial experiments to act as supporting coaches for new groups can reduce cognitive load and speed up the evolution of improvements.


	Supporting Principles:		Supporting Principles:

Ppugliese: /* Act */

2025-02-12T18:26:00Z

Act

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	[[File:Act-Inner.png\|alt=Act - Evolve, Broaden or Revert the experiment\|right\|225x225px]]		[[File:Act-Inner.png\|alt=Act - Evolve, Broaden or Revert the experiment\|right\|225x225px]]

	==== Act ====		=== Act ===

	===== Evolve and Broaden =====		==== Evolve and Broaden ====
	It may be that we have now validated assumptions, derisked some key risks and provided the basis for understanding how we need to scale up and expand the teams. Alternatively, we are making excellent progress, so scaling is not required. Or, perhaps the “Start Small” approach has quickly and cheaply “Failed”, and the business can now make a better decision and pivot to an alternative strategy. The larger the scale, the more expensive and difficult it is to make the hard call to abandon a bad idea!		It may be that we have now validated assumptions, derisked some key risks and provided the basis for understanding how we need to scale up and expand the teams. Alternatively, we are making excellent progress, so scaling is not required. Or, perhaps the “Start Small” approach has quickly and cheaply “Failed”, and the business can now make a better decision and pivot to an alternative strategy. The larger the scale, the more expensive and difficult it is to make the hard call to abandon a bad idea!

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	* [[Involve those affected by change]]		* [[Involve those affected by change]]

	===== Revert =====		==== Revert ====
	Experiments must be allowed to fail as they will not always have positive outcomes or may come with unforeseen side effects. When this happens, implement actions to revert the experiment and celebrate the learning!		Experiments must be allowed to fail as they will not always have positive outcomes or may come with unforeseen side effects. When this happens, implement actions to revert the experiment and celebrate the learning!

Ppugliese: /* Orient */

2025-02-12T18:25:24Z

Orient

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	[[File:Orient-Inner.png\|alt=Orient - Analyse, Identify Options\|right\|200x200px]]		[[File:Orient-Inner.png\|alt=Orient - Analyse, Identify Options\|right\|200x200px]]

	==== Orient ====		=== Orient ===

	===== Analyse =====		==== Analyse ====
	When it comes to cultivating a Safe to Fail culture, asking questions like "''What can we learn from this outcome?''" helps foster open and honest discussions that are free from blame. In contrast, questions like "Who thought this was a good idea?" can be thoroughly counterproductive.		When it comes to cultivating a Safe to Fail culture, asking questions like "''What can we learn from this outcome?''" helps foster open and honest discussions that are free from blame. In contrast, questions like "Who thought this was a good idea?" can be thoroughly counterproductive.

	It is vital that the outcomes, whether intended or unintended, are investigated down to root causes (using the 5 Whys and other techniques) to ensure depth understanding, learning and adaptations that don’t just address symptoms.		It is vital that the outcomes, whether intended or unintended, are investigated down to root causes (using the 5 Whys and other techniques) to ensure depth understanding, learning and adaptations that don’t just address symptoms.

	===== Identify Options =====		==== Identify Options ====
	Once we have established root causes and sufficient understanding, generate diverse options for improving the outcome. These may include options to refine the experiment and keep running it, adopt the experiment more broadly or abandon it and select another option entirely.		Once we have established root causes and sufficient understanding, generate diverse options for improving the outcome. These may include options to refine the experiment and keep running it, adopt the experiment more broadly or abandon it and select another option entirely.

Ppugliese: /* Observe */

2025-02-12T18:23:31Z

Observe

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	[[File:Orient-Outer.png\|alt=Orient - Inspect with ELSE principles, Identify Options\|right\|200x200px]]		[[File:Orient-Outer.png\|alt=Orient - Inspect with ELSE principles, Identify Options\|right\|200x200px]]

	====Orient ====		===Orient ===
	Orient is primarily a “divergent” activity, making sense of the observations and generating diverse options whilst delaying commitment to a specific way forward.		Orient is primarily a “divergent” activity, making sense of the observations and generating diverse options whilst delaying commitment to a specific way forward.

	===== Inspect with ELSE Principles =====		==== Inspect with ELSE Principles ====
	“''If you only have a hammer, you tend to see every problem as a nail.''” Abraham Maslow		“''If you only have a hammer, you tend to see every problem as a nail.''” Abraham Maslow

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	The outcome should be a list of areas for improvement that can be ordered by impact.		The outcome should be a list of areas for improvement that can be ordered by impact.

	===== Identify Options =====		==== Identify Options ====
	With the ordered list of improvements as input, engage stakeholders to generate multiple diverse options for improvement experiments.		With the ordered list of improvements as input, engage stakeholders to generate multiple diverse options for improvement experiments.

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	[[File:Decide-Outer.png\|alt=Decide - Direction, Identify & Select Experiments\|right\|200x200px]]		[[File:Decide-Outer.png\|alt=Decide - Direction, Identify & Select Experiments\|right\|200x200px]]

	==== Decide ====		=== Decide ===

	===== Direction =====		==== Direction ====
	To quote Dave Snowden “''In complexity, you describe the present and see what you can change. You define a direction of travel, not a goal.''”		To quote Dave Snowden “''In complexity, you describe the present and see what you can change. You define a direction of travel, not a goal.''”

	So, instead of a future end state, we define how we will recognise whether we are making improvement. This direction of travel then provides context for selecting experiment options that appear to be good bets.		So, instead of a future end state, we define how we will recognise whether we are making improvement. This direction of travel then provides context for selecting experiment options that appear to be good bets.

	===== Identify and Select Experiments =====		==== Identify and Select Experiments ====
	Limiting the scope and framing changes as experiments rather than finalised change decisions reduce fear and risk. Work to reduce the scope of changes so that they impact only a small part of the system’s processes and a manageable subset of people.		Limiting the scope and framing changes as experiments rather than finalised change decisions reduce fear and risk. Work to reduce the scope of changes so that they impact only a small part of the system’s processes and a manageable subset of people.

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	[[File:Act-Outer.png\|alt=Act - Shape, Run Experiments, Emerge Practice\|right\|463x463px]]		[[File:Act-Outer.png\|alt=Act - Shape, Run Experiments, Emerge Practice\|right\|463x463px]]

	==== Act ====		=== Act ===
	It is now time to shape, initiate and support the experiments in an incremental cycle. Framing changes as experiments provided the safety to ”fail” and learn as a natural part of complex change where outcomes are not certain and failure should be expected. Even successful experiments will have lessons and improvements emerging from them. Successful Emergent Practice can be shared and experimentally broadened as appropriate.		It is now time to shape, initiate and support the experiments in an incremental cycle. Framing changes as experiments provided the safety to ”fail” and learn as a natural part of complex change where outcomes are not certain and failure should be expected. Even successful experiments will have lessons and improvements emerging from them. Successful Emergent Practice can be shared and experimentally broadened as appropriate.

	===== Shape Experiments =====		==== Shape Experiments ====
	Intentionally frame potential changes as “Experiments” to ensure that we are admitting that we don’t know everything and the outcome is by no means certain, with “Failure” a likely option. Make it “Safe to Fail” by reframing “Failure” as “an unexpected outcome of the experiment that provides an opportunity to learn”. The learning can then be incorporated into improved or illuminate better alternative change options. This strategy reduces the traditional stigma of failure that creates a fear of innovating and changing the way things have always been done.		Intentionally frame potential changes as “Experiments” to ensure that we are admitting that we don’t know everything and the outcome is by no means certain, with “Failure” a likely option. Make it “Safe to Fail” by reframing “Failure” as “an unexpected outcome of the experiment that provides an opportunity to learn”. The learning can then be incorporated into improved or illuminate better alternative change options. This strategy reduces the traditional stigma of failure that creates a fear of innovating and changing the way things have always been done.

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	Shape small experiments, or as Jason Little refers to them: MVCs - [https://blog.leanchange.org/2016/07/minimum-viable-change-process/ Minimum Viable Changes]. When considering what to change - keep impact and effort low by making local and/or temporary changes or exceptions to normal working practices for the experiment timebox. If the experiment validates changing more officially and widely, then see [[Start small and scale success]].		Shape small experiments, or as Jason Little refers to them: MVCs - [https://blog.leanchange.org/2016/07/minimum-viable-change-process/ Minimum Viable Changes]. When considering what to change - keep impact and effort low by making local and/or temporary changes or exceptions to normal working practices for the experiment timebox. If the experiment validates changing more officially and widely, then see [[Start small and scale success]].

	===== Patterns and Practices as an input =====		==== Patterns and Practices as an input ====
	Practices and patterns harvested from external sources such as scale frameworks and other organisations are useful input, they should be adapted to fit the specific context. Practices are then “Emerged” through a process of evaluating, learning and further adaptation based on the outcomes of small experiments.		Practices and patterns harvested from external sources such as scale frameworks and other organisations are useful input, they should be adapted to fit the specific context. Practices are then “Emerged” through a process of evaluating, learning and further adaptation based on the outcomes of small experiments.

	===== Shaping Parallel Experiments to Speed Learning =====		==== Shaping Parallel Experiments to Speed Learning ====
	Intentionally running parallel experiments can enable more learning in a given period of time. However, there are some caveats:		Intentionally running parallel experiments can enable more learning in a given period of time. However, there are some caveats:

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	[[File:Observe-Inner.png\|alt=Observe - Support, Gather data\|right\|200x200px]]		[[File:Observe-Inner.png\|alt=Observe - Support, Gather data\|right\|200x200px]]

	==== Run Experiments ====		=== Run Experiments ===

	===== Support =====		==== Support ====
	Without support, many experiments are destined to wither and die before they can provide learning or change. Leadership keeps momentum for change by ensuring continued focus on improvement as part of day-to-day work and reducing the friction caused by the existing environment.		Without support, many experiments are destined to wither and die before they can provide learning or change. Leadership keeps momentum for change by ensuring continued focus on improvement as part of day-to-day work and reducing the friction caused by the existing environment.

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	The impact of improvements will change the context, and given the complex adaptive nature of human systems, the outcomes may not be entirely as expected. It is, therefore, essential that we start by re-engaging our people to re-assess the context before embarking on further changes.		The impact of improvements will change the context, and given the complex adaptive nature of human systems, the outcomes may not be entirely as expected. It is, therefore, essential that we start by re-engaging our people to re-assess the context before embarking on further changes.


	==Change Perspective Summary==		==Change Perspective Summary==

Cbird at 18:05, 12 February 2025

2025-02-12T18:05:02Z

← Older revision		Revision as of 20:05, 12 February 2025
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	''ELSE is a continuous improvement approach that fosters emergent practices, guided by actionable principles, to enhance organisational agility at scale''.		''ELSE is a continuous improvement approach that fosters emergent practices, guided by actionable principles, to enhance organisational agility at scale''.

	[[~~index.php?title=File:Change_Posture.png\|link=~~File:~~Change_Posture~~.png\|~~alt=Organisations that resist change tend to have a declining postion in their market.\|600x600px~~]]
			[[File:Change Posture.png\|775x775px]]