Review your own performance on organisational agility as rigorously as you review others'.
Organisational Agility Strategies
Develop the judgement and the documentation needed to run organisational agility properly.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in organisational agility is earned separately. The hardest part of the organisational leadership discipline is rarely deciding — it is holding the decision when it becomes unpopular. The most reliable predictor of sound the practice within organisational leadership is whether anyone reviews it when nothing has gone wrong. The result is the confidence to make and defend decisions about organisational agility under scrutiny. Every module pairs a short input on this part of organisational leadership with structured practice on the participant's own material. This programme builds the practice within organisational leadership from first principles, without padding and without omitting what matters. Plans for organisational agility often fail at the handover point between functions. The level assumes working familiarity with the management team but no prior formal training in the organisational leadership discipline. The programme ends where implementation begins, with this strand of organisational leadership broken into steps someone can start on Monday.
Expected Learning Outcomes
Design a training and briefing approach that sustains competence in organisational agility.
Hold difficult conversations about organisational agility early, while they are still small.
Sequence improvements to organisational agility so that each step makes the next one easier.
Delegate responsibility for organisational agility without losing sight of the outcome.
Protect the team's capacity so organisational agility is not delivered through exhaustion.
Translate policy on organisational agility into procedures that hold up under day-to-day pressure.
Who Should Attend
Team leaders and supervisors who put organisational agility into practice day to day.
Training and development staff building internal capability in organisational agility.
Public sector managers applying organisational agility within institutional constraints.
Team leaders responsible for daily delivery of organisational agility.
Managers of geographically distributed teams handling organisational agility.
Human resources partners advising leaders on organisational agility.
Course Modules
Organisational agility: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Delegating organisational agility without abandoning it
- Set the decision rights on organisational agility: who decides, who is consulted, who is told.
- Identify which function can quietly block organisational agility and address it directly.
- Rehearse the briefing on organisational agility that would follow an incident.
- Ask the team what they think is wrong with the plan for organisational agility.
Session 2Testing organisational agility before relying on it
- Close out actions on organisational agility rather than leaving them open indefinitely.
- Name the person accountable for each part of organisational agility, not the committee.
- Set the review point at which organisational agility will be reconsidered.
- Reduce the variation in how organisational agility is carried out between teams.
Organisational agility: building the bench and letting go
2 sessions · 8 pointsSession 1Escalation and decision rights in organisational agility
- Decide the point at which you would escalate organisational agility.
- Set out how exceptions to organisational agility are requested and approved.
- Agree the indicators that will show whether organisational agility is improving.
- Decide what you will delegate on organisational agility and what you will not, and say why.
Session 2Moving organisational agility through people who do not report to you
- Identify the conversation about organisational agility you have been postponing, and schedule it.
- Write down the assumptions underpinning the approach to organisational agility.
- Check whether incentives anywhere reward behaviour that undermines organisational agility.
- Establish the boundary of organisational agility and record what sits outside it.
Organisational agility: delegation, trust and accountability
2 sessions · 8 pointsSession 1Deciding on organisational agility when the information will never be complete
- Test the procedure for organisational agility against a realistic scenario.
- Establish who is informed, consulted and accountable in organisational agility.
- Set the review interval for organisational agility and who attends.
- Prepare how you will respond when organisational agility is challenged publicly.
Session 2The paperwork for organisational agility that is actually needed
- State the outcome expected from organisational agility in a single sentence anyone can repeat.
- Agree the standard on organisational agility and confirm it applies to everyone.
- Review whether organisational agility is aligned with the objectives of the management team.
- Rank the weaknesses in organisational agility by consequence rather than by ease of fixing.
Organisational agility: performance, standards and consistency
2 sessions · 8 pointsSession 1Saying the thing about organisational agility that nobody wants to say
- Record what was learned when organisational agility did not go as planned.
- Confirm that the people affected by organisational agility heard it from you first.
- Collect evidence on the present handling of organisational agility before proposing changes.
- Assess the workload organisational agility adds and what you will remove to make room.
Session 2Applying the standard on organisational agility to your best performer
- Distinguish symptoms from causes when organisational agility underperforms.
- Recognise publicly one person whose work on organisational agility went unnoticed.
- Write down the reasoning behind your position on organisational agility.
- Prepare the response for the most likely failure in organisational agility.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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