The document discusses the concept of business agility. It provides definitions of business agility from various sources that emphasize qualities like adaptability, flexibility, and the ability to respond rapidly to changes. It outlines domains of business agility across dimensions of work, connections, and mindset. Key aspects include technical agility, process agility, enterprise agility, structural agility, leadership agility, market agility, learning mindset, collaboration mindset, and ownership mindset. The customer is positioned at the center.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
The document discusses the agile mindset, which focuses on how one thinks rather than just skills or methodology. It emphasizes embracing change, learning from failures, and adapting to changing needs. The agile mindset involves thinking with a beginner's mindset, growth mindset, and design thinking approach. It means being comfortable with ambiguity and discomfort while pursuing new ideas through testing and learning.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Why is it that some companies which try to become agile fail to sustain their early success, while other companies not only grow their agility, but thrive in it?
Most agile adoptions are focused "Outside-In". That is, they start with a process like Scrum or Kanban, and expose the impediments within the organization. However, it is these embedded cultural impediments which often limit agility.
This presentation introduces a counter approach to agile adoption, from the "Inside-out", to align, grow and sustain agility - no matter the culture of your organization. It was first presented at RallyOn 2012 in Boulder, CO.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
This document discusses agile leadership and what agile leaders do. It focuses on culture change, changing vision, removing organizational impediments, having a clear business vision, and leaders modeling the behaviors they want to see. It provides information on understanding people using various models like SCARF, ARC, and AMP. It also discusses what team members want, which includes more frequent feedback, leaders listening, being present, allowing silence, and reducing hypocrisy. The overall message is that leadership is critical for setting the stage for change by understanding people and removing barriers through modeling behaviors.
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
The document discusses various concepts related to agile management including scrum, lean startup, design thinking, benefits of agile approaches, and management philosophies. It also covers topics like self-organizing teams, different levels of managerial authority, developing competence, enhancing communication structures, delivering value, continuous improvement, and tracking happiness. The Management 3.0 model is presented as having six organizational views based on complexity thinking.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
We discussed some techniques to help prioritise (or serialise) the work. Some techniques can be combined, some are better for teams, some help create consensus...
Rock stars, Ninjas, and Gurus—you support your best people, but are your best...Cathy Cecere
Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization?
This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance.
Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles.
This document provides an overview of agile management principles and practices. It discusses how agile approaches aim to help organizations be more responsive to changes in their environment through principles like empowerment, measurement, collaboration and quick iteration. The document outlines three levels of uncertainty that organizations face and how their need for agility depends on factors like incomplete knowledge, variation in workflow, and the novelty of their work. It also discusses how agile approaches require both more control and empowerment compared to traditional management styles.
The document discusses managing on-demand talent or "agile talent". It finds that over half of executives are increasing their use of outside expertise sourced globally. While cost is a factor, flexibility, speed and innovation are the primary benefits. Organizations take one of three approaches to agile talent: as an exception, strategic augmentation, or a total workforce strategy. The strategic augmentation approach, where agile talent extends strategic capabilities, is most common among top organizations. Managing agile talent effectively requires building talent networks, onboarding talent quickly, managing politics, treating talent as partners, developing talent, getting feedback, and nudging systems to reduce friction.
Which Way Should You Downsize in a CrisisF A L L 2 0 0.docxalanfhall8953
Which Way Should You
Downsize in a Crisis?
F A L L 2 0 0 9 V O L . 5 1 N O . 1
R E P R I N T N U M B E R 5 1 1 1 8
Christopher D. Zatzick, Mitchell L. Marks and
Roderick D. Iverson
FALL 2009 MIT SLOAN MANAGEMENT REVIEW 79COURTESY OF SOUTHWEST AIRLINES
THE GLOBAL economic downturn has
forced many companies to make deep cuts
to their work forces. Numerous retailers
like Mervyn’s and Circuit City Stores Inc.
closed locations, filed for bankruptcy or
shut down altogether. Even companies like
Yahoo!, Google, American Express and
Motorola have had to cut their work forces.
The dramatic downturn in the economy
left many organizations in a quandary. Sev-
eral years ago, the major issue was winning
the so-called war for talent: how to attract
and retain the best and brightest. So compa-
nies implemented r igorous selection
mechanisms, internal promotion ladders,
extensive training and development, flexible
work scheduling and group incentive
schemes, all in hopes of developing a work
force that would confer a sustainable com-
petitive advantage. But then the recession
turned that thinking upside down. Many
organizations have been scrambling to fig-
ure out how best to restructure and cut costs
without jeopardizing the valuable human
capital that they had built.
To help such companies, we have devel-
oped a framework that integrates the
seemingly paradoxical practices of talent
management and downsizing. The frame-
work looks at two important variables: the
Managers have been inundated with advice on the dos and don’ts of laying off employees.
But the truth is that there is no ‘one size fits all’ approach to downsizing.
BY CHRISTOPHER D. ZATZICK, MITCHELL L. MARKS AND RODERICK D. IVERSON
Which Way Should You
Downsize in a Crisis?
P E O P L E & S T R A T E G Y
THE LEADING
QUESTION
When crisis
forces down-
sizing, is there
a best way to
do it?
FINDINGS
! Downsizing
initiatives must
align with talent
management
strategy.
! Is the downsizing
reactive or proac-
tive? Is your
organization
control oriented
or commitment
oriented?
! Sometimes core
and support work-
ers are managed
differently.
Since its launch 30 years ago, Southwest Airlines
has pursued a no-involuntary-layoffs policy
consistent with its talent culture. But it has
found ways to reduce staffing when necessary.
80 MIT SLOAN MANAGEMENT REVIEW FALL 2009 SLOANREVIEW.MIT.EDU
P E O P L E & S T R A T E G Y
type of downsizing (reactive versus proactive) and
the company’s approach to managing employees
(control oriented versus commitment oriented). By
first understanding an organization’s position with
respect to those two dimensions, managers can de-
vise an optimal strategy for downsizing.
Two Important Dimensions
Of course, downsizing is not a new phenomenon. In
fact, over the past two decades it has become a wide-
spread tool for cutting costs and achieving operating
effic.
The document discusses key aspects of change agility needed to succeed in today's volatile, uncertain, complex, and ambiguous (VUCA) business world. It defines change agility as an organization's ability to dynamically sense and respond to changes in the business environment with focused, fast, and flexible actions. The document outlines factors that promote change agility at the organizational, team, and individual levels, such as leadership, innovation, learning, and empowerment. It also discusses benefits of change agility like improved competitiveness and customer satisfaction. Measurement tools are presented to assess an organization's degree of change agility.
What keeps CEOs up at night?
“Leadership”, answered the President of one of India’s largest business conglomerates recently. “Do we have the right skills and capabilities to pull our strategy off,” reported a Global 500 CEO. “I worry that the current management team will not be able to take us where we need to go to next,” answered a third corporate leader.
Most CEO’s are satisfied with their strategies. Many are less satisfied with their performance. This Executive Insight Thought Leader centers on the imperative of leadership capability development as a business priority.
Organisational Structure and Elements of Infosys, HUL and Maruti SuzukiIndranilMondal19
The document discusses the organizational structures of several companies. It provides details on:
1) Infosys' previous functional structure and its recent realignment into a matrix structure to be more agile and attract young talent.
2) HUL's functional structure and how it ensures skill development, decision making clarity, and accountability.
3) Maruti Suzuki's shift from a functional to a project-based structure after industrial unrest, with direct reporting to directors and cross-functional teams focused on goals.
Scrum started in product marketing and not software teams. Agile Marketing Scrum. Read about the true history of Scrum before it was adapted to software teams.
The document discusses six talent strategy levers that organizations can use to survive and thrive in a volatile, uncertain, complex, and ambiguous (VUCA) world: 1) business agility, 2) strategic workforce planning, 3) the pursuit of readiness, 4) gathering and using data, 5) the learning organization, and 6) talent management sustainability. It argues that effectively manipulating these six levers will help organizations be ready for the new normal of constant change and upheaval. The document provides guidance on each lever and encourages leaders to contact the organization for additional help navigating the VUCA world.
A Guide To Implement Six Sigma In Your Processvenkatasirish
The document provides a guide for implementing Six Sigma in an organization. It identifies three key elements for successful implementation: organization, people, and process. For each element, it discusses important considerations such as organizational culture, employees' comfort with statistics, process complexity, and ensuring top management support. The document emphasizes that Six Sigma requires significant resources and changes to how work is approached, so organizations must prepare thoroughly before implementing it.
This document discusses organizational agility and how it is important for companies to adapt quickly to changes in the market. It defines organizational agility as a company's ability to rapidly change or adapt in response to shifts in the market, competitors, technologies, or overall market conditions. It states that agility helps with quick changes, speed, strength, and control, giving companies an edge over competitors. The document provides tips for achieving organizational agility such as having dedicated leaders with diverse skills, prioritizing strategic decisions, making quick decisions, leveraging data and innovation, and realizing interdependencies between departments. It also lists mistakes to avoid and factors that can prevent organizations from becoming agile like lack of experience, culture issues, lack of support
Thulasidharan S is a dedicated HR professional with nearly 14 years of experience in various functions like recruitment, performance management, and training. He has expertise in implementing HRIS systems and ensuring compliance. Currently seeking a senior role in HR where he can utilize his skills in areas like talent acquisition, employee development, and setting HR strategy and policies.
04 strategy evaluation & monitoring (updating)Ibrahim Alhariri
This document discusses strategy evaluation and monitoring. It highlights the importance of strategy evaluation and monitoring, identifies who should be involved, and explains differences between cost-benefit analysis and return on investment. It also suggests proactive and reactive measures to cope with changing circumstances and shares tips on changing and implementing business strategy. The document contains several sections that discuss strategy execution at different organizational levels, evaluating company strategies, challenges of strategy execution, building an effective organization, and tips for successful strategy implementation.
The document discusses using assessment tools like PRISM for recruitment, selection, and development. PRISM draws on neuroscience to understand behaviors and relationships. It evaluates strengths and development needs by assessing preferences in thinking and behavior. Assessment results can be matched against job requirements to better predict performance and provide tailored training. This leads to improved job fit, productivity, and retention.
As a progressive leader in talent management, you have undoubtedly noticed that there has been continuous volatility and change in your world.
To survive in this new normal, organizations must do things differently when it comes to their people. Our guidebook offers a path forward, an opportunity to move beyond best practices and create a business-changing talent strategy.
The document discusses the need for organizations to embrace new leadership paradigms and implement Agile sustainably in order to adapt to exponential changes in business. It outlines how customer expectations are rising more rapidly due to new digital technologies, forcing companies to work in new, more flexible ways. The document then provides an overview of Agile methodologies and frameworks as well as case studies of companies that have successfully implemented Agile approaches. Finally, it discusses key factors for a sustainable Agile implementation, including changing organizational culture and mindsets.
Developing global manufacturing operationscarolllee
Manufacturing companies are increasingly developing global operations to take advantage of lower costs, geographic locations, and resource availability. However, managing global manufacturing operations remains a significant challenge. This article explores 10 key issues, challenges, and potential solutions for multi-national manufacturing organizations operating globally, such as developing a clear management philosophy and organizational structure, implementing common global systems, facilitating collaborative operations, and focusing on brand management and process quality improvement initiatives.
The CEOs in different industries across the globe
prioritize mobility, globalization and talent
management which are routed to singlehood
essentiality of ‘workforce planning’ , a valuable
strategic planning that underpins optimization of
workforce effectiveness. Numerous companies
have a practical framework of streamlining and
optimizing workforce capabilities. They provide
support to the business companies in serious need
for implementation of strategic and value-driven
workforce planning to improve their workforce
productivity.
This presentation talks of how to manage stakeholders - Identifying Stakeholders, build a stakeholder Map and Gamifying prioritization of features through Innovation Games (Prune the Product Tree and Buy a feature)
Clean Language is a questioning technique developed by David Grove to explore metaphors and elicit unconscious thoughts. It involves asking open-ended questions using the speaker's own words without assumptions. The 12 basic Clean Language questions focus on developing metaphors, sequences of events, sources, intentions, and necessary conditions. Clean Language helps improve communication and enable change by bringing the unconscious mind into awareness.
Srinath Ramakrishnan gave a presentation on Scaling Agile with SAFe (Scaled Agile Framework). SAFe is a framework for scaling agile practices across large organizations with multiple teams. It addresses challenges in areas like coordination, synchronization, integration and communication that arise at scale. SAFe provides standard roles, processes and structures at the team, program and portfolio levels to help large organizations and programs of teams adopt agile practices and deliver value continuously.
This talks about the 3 different levels of listening - essential for an Agile coach. This presentation also discusses the 5 different types of conflict and what to do to each of these types from a Coaching perspective
This presentation talks of Servant Leadership - the origins of Servant leadership, the characteristics of a Servant leader and the qualities of a Servant Leader
Innovation games are a set of facilitated games used to engage participants in creative problem solving and strategic thinking. Some key types are idea engine games that use visual collaboration, and decision engine games that use virtual currency. Innovation games provide goals, rules, feedback and voluntary participation to generate ideas. They have been used by many organizations for purposes like product development, retrospectives, and budget planning.
This presentation is about how gamification can be used to drive engagement, used in recruitment, training and use of innovation games in budgeting and performance assessments.
This presentation gives an overview of the 4 approaches to Scaling Agile - Scaled Agile Framework (SAFe), Disciplined Agile Delivery (DAD), Large Scale Scrum (LeSS) and Scaling Agile at Spotify (SA@S).
This presentation is based on the book Creative Visualization by Shakti Gawain. It talks of what Creative Visualization is, where it is used, the 4 steps of Visualization and the elements of Visualization.
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
Change management is a systematic approach to dealing with change from both an organizational and individual perspective. It involves adapting to change, controlling change, and effecting change. Change management is defined as transitioning individuals, teams, and organizations to a desired future state. It is the process of managing the people side of change to achieve business outcomes. Reasons for change management include dealing with crises, coping with globalization, improving performance gaps, improving organizational culture, introducing new technologies, identifying opportunities, and reacting to internal and external pressures. Key aspects of successful change management include having a compelling need for change, a clear vision, senior management commitment, effective communication, preparation for the unexpected, and celebrating small wins.
Traditional management is focused on efficiency, compliance, and top-down directives from managers. However, this approach kills creativity, limits employee engagement, and pays little attention to communication and emotional needs. Radical management shifts the purpose to delighting customers, uses self-organizing teams and two-way accountability, and communicates through stories and conversations rather than commands. Work is organized into short iterative cycles driven by customer needs. This approach leads to thriving firms, deep job satisfaction, and delighted customers.
What is OCR Technology and How to Extract Text from Any Image for FreeTwisterTools
Discover the fascinating world of Optical Character Recognition (OCR) technology with our comprehensive presentation. Learn how OCR converts various types of documents, such as scanned paper documents, PDFs, or images captured by a digital camera, into editable and searchable data. Dive into the history, modern applications, and future trends of OCR technology. Get step-by-step instructions on how to extract text from any image online for free using a simple tool, along with best practices for OCR image preparation. Ideal for professionals, students, and tech enthusiasts looking to harness the power of OCR.
Break data silos with real-time connectivity using Confluent Cloud Connectorsconfluent
Connectors integrate Apache Kafka® with external data systems, enabling you to move away from a brittle spaghetti architecture to one that is more streamlined, secure, and future-proof. However, if your team still spends multiple dev cycles building and managing connectors using just open source Kafka Connect, it’s time to consider a faster and cost-effective alternative.
Explore the rapid development journey of TryBoxLang, completed in just 48 hours. This session delves into the innovative process behind creating TryBoxLang, a platform designed to showcase the capabilities of BoxLang by Ortus Solutions. Discover the challenges, strategies, and outcomes of this accelerated development effort, highlighting how TryBoxLang provides a practical introduction to BoxLang's features and benefits.
AI Chatbot Development – A Comprehensive Guide .pdfayushiqss
Discover how generative AI is transforming IT development in this blog. Learn how using AI software development, artificial intelligence tools, and generative AI tools can lead to smarter, faster, and more efficient software creation. Explore real-world applications and see how these technologies are driving innovation and cutting costs in IT development.
Ansys Mechanical enables you to solve complex structural engineering problems and make better, faster design decisions. With the finite element analysis (FEA) solvers available in the suite, you can customize and automate solutions for your structural mechanics problems and parameterize them to analyze multiple design scenarios. Ansys Mechanical is a dynamic tool that has a complete range of analysis tools.
COMPSAC 2024 D&I Panel: Charting a Course for Equity: Strategies for Overcomi...Hironori Washizaki
Hironori Washizaki, "Charting a Course for Equity: Strategies for Overcoming Challenges and Promoting Inclusion in the Metaverse", IEEE COMPSAC 2024 D&I Panel, 2024.
5. Domains of Business Agility
• Your Customer is at the heart of the model and shapes
your organization.
• Surrounding the Customer are the three dimensions
– Work
– Connections
– Mindset
• Each of the domains in each of the dimensions are
equal, necessary, interrelated, and dependent on each
other.
• Business agility only emerges when your organization
can be agile across all the domains across all facets of
your organization.
8. Technical Agility
• Technical practices - Keystone for
“being” Agile
• Increase quality and throughput,
embracing uncertainty and change
• Technically Agile work is designed for
ambiguity, be customer centric,
seamlessly respond to change and
promote collaboration
• XP, BDD, TDD, DevOps
http://www.gmkfreelogos.com/logos/T/img/Technical_Agility.gif