Some interesting ideas I gathered during the conference "The Agile Organization" (De wendbare organisatie), organized by Kluwer Opleidingen on Dec. 2nd.

• Management by yearly budgeting is too slow.
• Enterprises are often like big ships. Agile businesses are more like a fleet of small ships.
• An Agile business requires an agile culture.
• A process should be managed by the people who are responsibe for the process.
  Functional managers should be more like coaches.
• Organisations serve processes.
• A captain who does not know where the ship is heading is a problem for the whole ship. A ship who's crew does not know where the ship is heading is a problem for the captain AND the whole ship.
• Decisions based on symptoms instead of causes are generally bad decisions.
• Management today is like playing a videogame; by trial and error.
• The only constant is change.
• A plan means a future.
• Every year is a revolution.
• Being agile is a cornerstone for strategic thinking for every business today.
• Excellence is not an act, it is a habit. (Aristoteles)
• Getting things undone.
• Girlmotor.com
• Build modular processes; reuse and recombine them.
• The war for real talent rages now more than ever.
• More. Better. Faster. Newer. Longer.
• Volvo : selfguiding teams on the workfloor.
• Praise failures.
• B2B = men to men
  B2C = men to women
• Life is short, eat desert first!
• Senior management's greatest competence is to roll the rocks they have created further downhill.
• Crisis is the unability to handle complexity.
• Old leadership is looking at the battlefield... with caps on your binoculars.
  New leadership is dealing with dilemas. To be able to hold both sides of a conflict.
• Old leadership is: Yes I can!
  New leadership is: Yes we can!
• Putting all the noses in the same direction is dangerous when it's the wrong direction.
• Flow is often managed into destruction.
• Reading the market is a requirement for agility.
• The leader in an agile organisation does nothing else than making connections between people. Making sure that they talk to each-other.
• Dont put people in meetings. Put them in dialog.
• Put your MT half a day on a remote location without a program, and you will soon talk about the essence. This will save you a bill from McKinzie.
• Silence is disbelief.
• Dont talk about reality. Talk about your perception.
• Management is reducing fear and adding desire.
• Remove the rules and poeple will start to think on their own.
• Piramids cannot cope with diversity.
• A new idea cannot walk on its own.
• An answer comes from the past.
  A question takes us to the future.