A fresh approach to business agility

Let’s work together to develop business agility. That means learning, consulting and coaching. And partnership means just that – working together to give you a tailored approach to business agility.


Our approach is broad, not narrow agile. We’re not slavishly following a rigid framework. Instead we’re bringing fresh thinking and encouraging a wide range of agile ideas and practices to collide and combine. We’ve created a whāriki or woven mat. We’re weaving together agile with ideas that came before it and exist alongside it. Where they join, you get a hono: the joining of new material to create practical ideas, learning and ways of operating.


Learning, consultancy and coaching customised to you 


You decide what you need. Learning can be remote or face-to-face. Consultancy can be one-off or ongoing. Coaching focuses on individuals and where they’re at. We customise everything to you.


You decide and we’ll respond. After all, that’s agile.

Download our free guide: A fresh approach to business agility

Download a concise version of A fresh approach to business agility

Our six domains of business agility

Agile mindset

An agile mindset is the start. You can’t act agile, if you don’t think agile. Thinking agile is a way of seeing and understanding our complex world. The Agile Manifesto of 2001 is important, but it’s not the only source of wisdom–far from it. It’s a key part of the whāriki, but there are many others that weave together to give us a coherent and ever-evolving whole. Agile is part of a large kōrero or conversation about how we need to be working in the future.

Download our guide to agile mindset.

Agile teams

Self-organising teams are at the heart of business agility thinking and practice. But effective teams are more than the sum of agile rituals. Successful self-organising teams draw on numerous team approaches: teaming; Lencioni’s five team dysfunctions; Winter’s Think One Team; Google’s five team dynamics; Korn Ferry’s T7 model and Harford’s positive disruptions. Successful self-organising teams are clear on their purpose and can articulate outcomes. And they’re committed to both.

Download our guide to agile teams.

Agile strategy

Traditional strategic thinking meant predicting the future and moving towards it. Agile strategy accepts the fiction of prediction. Seeing all relevant future variables isn’t possible: our world is too complex. Often unexpected consequences result from actions, and simple cause and effect doesn’t take our VUCA world into account. We simply can't predict every possible consequence. And sometimes volatility sparks innovation and we benefit from unpredictable events.

Download our guide to agile strategy.

Agile innovation

Perpetual innovators adopt certain habits: challenging orthodoxies; intellectual flexibility; learning from the fringe; focusing on the future; and playing wild cards. Innovators think in different boxes and challenge existing mental models. To do this, they connect with others, talk to strangers and give permission to others to innovate. The focus is on achieving outcomes, rather than narrow outputs. And there are numerous ways to arrive at outcomes.

Download our guide to agile innovation.

Agile leadership

Leading for business agility starts with an agile leadership mindset. And that is taking into account complex and ever-changing environments and accepting uncertainty. It means planning as you go and making decisions quickly with others, often with limited information. A growth mindset, curiosity and continual learning are key attributes.

Download our guide to agile leadership.

Agile people

Workplaces are changing and hierarchical structures are out of step with agile ways of working. Agile organisations are collaborative, networked and based on cross-functional teams. But many organisations are a hybrid: some teams are agile and some aren’t. Organisational theory is one thing; the reality is often messier. But certain principles are fundamental: rigid plans don’t fit with a VUCA and ever-changing environment. People need to be nimble and work iteratively. Transparency and openness are key to an agile culture.

Download our guide to agile people.

White paper: Crooked timber thinking before agile

Agile is more than just a way of working; it's a mindset. And all sorts of roads lead to that mindset. Many have been been around for a while, and others' roots are a long way from what we now call agile. But they're all relevant and have led us to our agile mindset. 

E-learning module: What you need to know about business agility

Today our business world is unpredictable. Traditional practices are becoming increasingly irrelevant. We need to be flexible and fast just to stand still, let alone stay ahead of our competitors and deliver what customers want.


The Training Practice and Lift Education bring you this short guide to Business Agility – what it is and how you can use it.

We'd love to help you build your agile capacity.



027 222 1498

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We achieve great things with game-changing learning

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Level 7, Terrace Conference Centre House

114 The Terrace, Wellington 6011

027 222 1498


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