May 13, 2026 • 28 mins
Disruption isn’t a phase you “get through” anymore. It’s the environment, and it’s forcing supply chains and organizations to evolve beyond classic agility into something bigger: hyper agility. We sit down with Dr. Charlotte de Brabandt to unpack what hyper agility really means and why she sees it as a true superpower for teams that need to sense change early, respond fast, and still stay grounded in purpose.
We get specific about what makes hyper-agile organizations work: flexible structures that reconfigure around skills, communication that stays transparent across time zones, inclusive decision-making loops that move quickly without turning into bureaucracy, and rapid learning that favors short bursts of upskilling over slow programs. The thread running through it all is people. Charlotte explains why diversity isn’t optional in volatile conditions and how psychological safety turns diverse perspectives into better outcomes instead of silent disagreement.
We also explore how hyper agility reshapes talent management and workforce planning, from static roles to dynamic capability maps and from “perfect resumes” to learning agility, curiosity, and resilience. Then we connect hyper agility to innovation, technology, and measurement: empowering frontline microinnovation, using cloud tools, AI, and automation to enable collaboration, and updating KPIs to track outcomes like learning velocity, adaptability, inclusion metrics, and innovation flow. If you’re leading procurement, operations, or a cross-functional supply chain team, this conversation offers a practical way to move faster without creating chaos.
Subscribe for more, share this with a leader who needs it, and leave a review if the ideas help you rethink how your team can bend without breaking.
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SPEAKER_00 (00:07):
Well, we are wrapping up quite the week
around here.
I hope you're having a good weekand maybe you've uh been able to
exercise some calm in your inyour dailies.
Um sometimes it's a struggle.
I get that, but you know what?
I think we're all kind of in theboat, the same boat, uh at least
at the moment.
So appreciate you deciding totake some time out of your day,
(00:30):
put all the crazy on pause andjust kind of hang out with us.
Um I'm Melanie Stern for SupplyChain Unfiltered today.
The topic hyper agility.
It's uh, and you're gonna findout why it's really um it's a
superpower.
Um I know that agility's been areally um, really important.
(00:57):
Uh it's been spoken of andexamined in multiple different
ways, integrated into companiesand across supply chains, and
because basically it helps us beready for anything, and that is
um the name of the game rightnow, and for who knows how much
longer, I mean, it might be thatway for a while.
(01:19):
Um, but the boundaries ofagility are changing, um, and
they need to change, and it'sout of necessity, and we're
being pushed into new territory.
So, with us today to give us umthe details on it and a deeper
look into hyper agility, Dr.
Charlotte DeBerbant, um, andshe's gonna help us out.
(01:41):
Let us know what it is, how itworks, and what's the best way
to integrate it into your um theway you work, help your teams
and your strategies, and umimprove the impact that you um
seek to make.
Charlotte, good to have youhere.
SPEAKER_02 (02:01):
Thank you, Melanie.
I'm thrilled to be here.
SPEAKER_00 (02:04):
Yeah, yeah.
Um, I mean, I I always, when Ifirst heard of the term agility,
and it was almost like for me,it was like a way for me to take
a it was like a breath of freshair, you know, because instead
of working, you know, in thesefixed ways of thinking, and you
(02:26):
know, it just gives us room.
And um, so I I'm really curiousto know what hyper agility is
and and why you think the timeis now to um make it part of the
way we operate.
SPEAKER_02 (02:41):
Yeah, absolutely.
And you know, for you startedwith agility and now I come to
you with hyper agility.
I think hyper agility is reallythe answer to hyperleadership
because you as a good hyperleader, you need to be
hyper-agile, and hyper agilityis the ability of an
(03:01):
organization and its people tocontinuously sense and respond
to and lead change at speed andscale.
Um, but it goes deeper than justbeing fast, it's about
responsiveness, especially inthese uncertain times, right
(03:24):
now, more than ever,responsiveness, resilience, and
inclusion all at once.
So in in today's world,disruption is is not the
exception, it's the norm.
I mean, look at our daily news,our thing, yeah, and from you
(03:46):
know, from this technologicalshift to geopolitical events,
from demographic changes tosocial movements, um change, it
comes from every direction atthe moment, and traditional
agility, what you're talkingabout, is in my opinion, simply
(04:11):
no longer enough.
And hyper agility is really whatcompanies need to pivot
overnight, reconfigurate theirteams in real time and launch
innovations, not in quarters,but in weeks, and and how to
(04:36):
respond to all the change.
And and the key is it's not justsystems, it's it's people.
Hyper agility lives at theintersection of empowered teams,
flexible processes, and a lot ofdiverse thinking.
SPEAKER_00 (04:59):
Great segue for my next question.
Thank you.
Um when you've got your diverseteam, and then it's all about
making sure that you set up aninclusive environment where
people feel like they belong,it's part of company culture.
(05:21):
Um, where does hyper agility fitinto that?
Or I mean, does it?
SPEAKER_02 (05:27):
Yeah, I mean the the connection is profound.
Hyper agility it doesn't um justtolerate diversity, it actually
requires it.
Okay in a in a volatileenvironment that we are in,
these monocultures they theywould collapse, I believe.
(05:49):
Hyper agile organizations arejust built on the belief that
the best solution comes frommany lenses, not just one.
And when teams includeindividuals from all these
different backgrounds, differentgenerations and ways of
thinking, the result iscognitive elasticity.
(06:14):
And that's why in my team I makesure that I have different
generations represented becauseevery generation thinks just so
differently, how they observethe news, go about tasks, and um
that's the fuel you know foragility.
But inclusion is the enginewithout psychological safety,
(06:39):
those diverse voices wouldremain silent, and that's why
hyper-agility also meanscreating environments where
every team member can speak up,can have a voice, won't be
judged, can challengeassumptions and and contribute
(07:00):
freely.
Um, so I I really see that in myteam.
No one is afraid to speak up,give, and I always encourage for
for every individual torepresent their own voice, their
own opinion.
They won't be judged.
And um and and and that's whyhyper agility is just the
(07:22):
outcome.
SPEAKER_00 (07:24):
And then so you've got, let's say you've set up a
hyper agile organization.
Obviously, as you mentioned,diversity and inclusion are you
know an important part of that.
Are there other corecompetencies that you feel are
really integral into creatingthat hyper agile organization?
(07:47):
Um, the one that we all want,the one that's going to provide
the most benefit.
SPEAKER_02 (07:52):
Yeah.
Well, um I've I've really I'veworked in a variety of different
industries, and especially nowbuilding up these brand new
teams in these uncertain timeswhere as a hyper leader I am
practicing hyper agility.
I I think I I would say I focuson five different elements.
(08:17):
Firstly, flexible structures.
So um having like a dynamic teamthat can then reconfigurate um
based on skills and needs, notjust titles or silos.
So I actually have this umspreadsheet I've designed.
(08:38):
You have a spreadsheet?
I I did on different um on myteam members.
Okay.
On um what are their passions,what are their strengths, and
and constantly reconfiguratingtheir roles on them so they are
fully fulfilled in their role,in their job.
And it's just like a littlecheat sheet that I have in the
(09:00):
back of my pocket in order toconstantly have these flexible
teams and live this dynamicteam.
So people don't just think theyneed to work from from nine to
five and constant continuouslydo that same job.
Um, we need flexibility in ourstructures.
Secondly, adapting uhcommunication, so real-time, um
(09:25):
having multi-platform channelsthat empower transparency within
the team, because we work in somany different time zones, and
we are a global but also virtualcompany, so having this
cross-functionality, culturalsensitivity, and um and that's
(09:49):
very important for me.
I make that clear right at thebeginning that we need to adapt
different communication stylesfor hyper uh agility, and then
also having this inclusivedecision making, so um, these
fast loops that include diverseperspectives and prioritize
(10:11):
responsiveness over bureaucracy.
So I really encourage jointdecision making.
What are certain opinions fromthe team members, and uh and
having this inclusive decisionmaking so the team members don't
feel afraid to speak up, butrather they would really come
and we make certain decisionsjointly together.
(10:34):
And number four is rapidlearning, um, where we really
encourage organizations to learnfrom each other.
And number five is empoweredtalent.
So people who are trained,trusted, and given the um
autonomy to act quickly andcreatively creatively.
(10:55):
So um hyper-agile organizations,they um shift from control and
demand to connect andcollaborate.
And this is really what I try todo is you know, learning from
each other, embracing thisflexibility, communication, just
having this hyper agile aspectof leading the teams.
SPEAKER_00 (11:21):
And for uh, let's say anyone on a team in an
organization that you know theyhave their set ways of
functioning, you know,individually, together, um, and
then enter hyper agility.
And they, you know, that's athat's a lot to take on and and
(11:45):
understand the concept, um, letalone um wrap your head around
it and then ultimately put itinto practice in the way
intended.
Um that might stress out somepeople.
Um, it might create someinternal chaos.
So how would you suggest leadersfoster that hyperagility that
(12:09):
they want without makingeverybody, you know, just we
don't we want to minimize thechaos, not not add to it?
SPEAKER_02 (12:21):
More chaos in these organizations, it wouldn't go
well at this stage.
SPEAKER_00 (12:26):
Yeah, like can you imagine?
Is that even possible?
SPEAKER_02 (12:29):
Yeah, is that even possible?
Uh well, you know, as the sayinggoes, anything is possible,
right?
But um to answer your question,I think really that's the art
and science of hyper-agility,because agility isn't about
(12:50):
constant motion, it's aboutintentional motion, and leaders
must provide clarity of purpose,also while allowing freedom of
execution.
And here's the the formula umdecentralize decisions plus
(13:11):
centralized vision.
When everyone understands thewhy, they can then adapt to the
how in real time.
And leaders must also modelagility themselves, showing
(13:33):
vulnerability, um showing whatstrategy they follow publicly,
and admitting when when pivotsare needed.
So the biggest myth, uh,Melanie, is that agility means
(13:54):
no structure.
In fact, it needs structure,just not uh these rigid
hierarchies.
It needs frameworks, not theseformulas.
SPEAKER_00 (14:06):
And I do I do want to make mention, I think it it's
pertinent, um, as you werediscussing, you know, how
leaders can use hyper agility.
Um we had also done an episodecovering hyperleadership.
So it it's it's you know, toconnect the two.
And um, after you've listened tothis episode, you know, go over
(14:28):
to ismworld.org, go to the umpodcast library, and search for
the hyperleadership episode.
I I think you'll find value inthat for sure.
It it gives you a broaderunderstanding of how they work
together.
Um so what happens when you puthyper agility into your talent
(14:52):
management practices or your youknow workforce planning or you
know, thinking about what doeshead count look like?
What happens when you integratehyper agility there?
SPEAKER_02 (15:04):
So, in a hyper agile organization, talent isn't um
just slotted in a box, it'sactually viewed as a
constellation of skills andexperiences.
So talent management becomesfluid and cross-functional and
personalized.
(15:25):
Um, so when we do workforceplanning, uh these shifts from
static organizations to havingmore of dynamic capability maps,
hiring uh focuses less on theseperfect resumes or CVs and more
on learning agility, um,curiosity, resilience.
(15:50):
So development becomes, I wouldsay, more modular, short,
interactive uh bursts ofupskilling rather than um these
long learning programs that weused to have.
And um career paths then becomeor are nonlinear and
(16:14):
self-directed, self-advocacy.
So the result is then that youhave a workforce that adapts as
fast as the world does and feelsempowered to lead the change and
empowered, as I mentionedbefore, to express their
concerns, their feedback.
SPEAKER_00 (16:34):
And how does hyper agility drive innovation?
I mean, that's much of our focusis on innovation and you know
when and how much do we put itinto effect in our companies and
um, you know, product launchesand and all of it.
(16:54):
I mean, is it changed things?
Does hyper agility change thatin any way?
SPEAKER_02 (17:00):
Absolutely.
I mean, think about thecompanies that pivoted overnight
during COVID.
I remember I was I worked atJohnson ⁇ Johnson at that time
in New York, and and justovernight we were asked to
change, like distilleriesproducing hand sanitizers or
automotive plants.
Right.
(17:20):
You know, automotive plants ummanufacturing some ventilators
that wasn't just uhimprovisation, that was hyper
agility right there in action.
Or consider um a tech companythat brings these diverse uh
customers into their product uhsprint cycles, getting real-time
(17:44):
feedback from the users acrosscultures and abilities.
And by embedding diversity andspeed into the innovation
process, um, they don't justship faster, but they build
better.
And hyper agility also drives ummicroinnovation, so everyday
(18:07):
problem solving by employees onright there on the front lines.
And when they are um trusted,then they are also encouraged uh
to e to invent.
SPEAKER_00 (18:24):
That's um that's super positive.
Super positive.
Uh and what about I know wetouched on um hyperleadership,
but what does hyper agilitychange the role of leadership in
and of itself?
And and in what way?
SPEAKER_02 (18:46):
Uh yeah, so the agile leader is no longer the
the oracle of the top of thepyramid.
Uh hyper agile leaders arefacilitators, connectors, sense
makers.
As I also um mentioned in in ourprevious podcast, when I talked
(19:09):
about hyperleaders, I mentionedthat they were orchestrators,
right, for the harmony.
Uh they create clarity incomplexity, not by dictating,
but by guiding.
And these leaders, I think theythey bring four main components
(19:30):
to the table.
They listen more than they talk,and that's really a feedback I
get from my leader that hehasn't um come across someone
listening so carefully eachtime.
Then they operate with umtransparency and they they build
systems that adapt, not protectthe status quo.
(19:55):
And lastly, they embrace the umminimum um viable decision that
then evolve over time.
So the the question is no longerwhat should I do, it's who can I
empower and how can I supportthem.
SPEAKER_00 (20:15):
That's different.
I mean, that's that I just justthat alone and the ripple effect
that would have across anorganization is is pretty
immense.
Um so I know you mentioned wetalked about innovation, but um
specifically technology.
Um what's the role as far astechnology?
(20:39):
How do we view it um when weenable hyper agility?
SPEAKER_02 (20:47):
Well, as always, I always preach technology is the
enabler, not the solution on itsown.
And and hyper agility uh usesthese digital tools to increase
speed and visibility andcollaboration, but not replace
the human interaction andintuition.
(21:09):
So cloud platforms, for example,they then allow uh instant
collaboration across thedifferent borders, and AI helps
leaders uh to make decisionsfaster with data.
And then automation frees humansto focus on uh creative and
(21:31):
strategic work.
But the technology, I think itmust serve people, not the other
way around.
Right?
Yeah, so so tools should uhshould be there to enhance
trust, not just surveillance.
And hyper agile leaders, theythen prioritize tech that is
(21:56):
transparent and inclusive andempowering.
SPEAKER_00 (22:01):
So one of the things that's you know talked about
often it's on our minds eitherin the moment or always you know
in the back of our head, it'sjust always there, always there
is KPIs, right?
Um I'm just wondering how muchwould we still use KPIs to
(22:21):
measure success in these hyperagile organizations?
Is do they somewhat take a backseat?
Are they do we repurpose theKPIs in another way?
Do we change our perspectiveabout them?
What is it?
SPEAKER_02 (22:40):
Uh well, hyper agile organizations, they measure
success in in outcomes, notoutputs.
So they track learning velocity,they they track um inclusion
matrix, they track adapt uhadaptability scores, innovation
(23:05):
flow, not just efficiency orrevenue.
So the key, I would say when youwhen you're a hyperleader uh in
the field of hyper agility, thekey question um that you ask
might include how fast can weimplement a feedback loop from
(23:27):
the front line to leadership?
What percentage of our projectsare led by diverse teams?
How many experiments are werunning each quarter and what
are we learning?
So success isn't aboutperfection, it's about having
the momentum, the insights soimportant, and and knowing the
(23:49):
impact.
And agile matrix are you knoware are there, are living, they
are breathing reflections of aof a learning culture.
So this continuous feedback andand also when I engage with my
team, constantly evolving therole of each team member, uh,
(24:10):
because it's it's it'scontinuous growth, continuous
change that we are embracing.
SPEAKER_00 (24:19):
I know you have um some, I'll say, deeper
perspectives on hyper agilitythat you haven't shared thus
far.
Um, but if you could share onewith us and maybe impart a
message that you think is reallyimportant for leaders to hear
today, what would that be?
SPEAKER_02 (24:39):
Um, well, I would say, and as as we took before,
you know, hyper agility is not astrategy, so it's a survival
instinct being a hyper leader.
Um, but it's also a humaninstinct, and we are naturally
uh adaptive and creative andcapable of radical reinvention.
(25:02):
I mean, you see what we're goingthrough right now.
If if this more than everchallenges our creativity and
being adaptive and agile, soorganizations just need to
unlock uh what's already there.
So I've lived agility not justprofessionally, but um but
personally through adversity,through going through challenges
(25:26):
in my health, illness, and umand reinvention.
And I think the the biggestlesson is that agility is born
when control is lost.
And courage, um, it really takesits place.
So I think to every listener,um, to every also leader
(25:50):
listening today, um, buildingteams that can bend without
breaking uh during change,that's essential, creating
cultures where people feel safeto speak up and strong enough to
(26:11):
leap.
And most importantly, leadingwith curiosity.
The world is moving so fast atthe moment, but if your mindset
is agile, you won't just keepup, you'll you'll also lead the
way.
SPEAKER_00 (26:29):
That's how hyper agility came about.
That's great, that's great.
Um, and you know, if therewasn't I I don't think there's a
better time for us to have beenable to hear this from you um
than than right now.
And I imagine it will also be uma great piece of information to
refer back to often.
(26:51):
You know, keep us in keep us incheck.
SPEAKER_02 (26:54):
Absolutely.
You know, having hyper agilityis kind of the the new
organizational superpower forthis unpredictable world.
SPEAKER_00 (27:03):
Yes, that it is.
Thank you, Charlotte.
Always a pleasure having youhere.
Um and it's just always great tohave, you know, cover a topic
and infuse some positivity intoall of us.
We need, we need that, you know.
We all function better when wehave that.
(27:23):
Um and uh it's just the kind ofum content we love to provide.
We love to provide our membersand non-members.
Um you can find more content umand other resources to help
boost your uh I'll say boostyour mood, boost your
productivity, and help you beready for whatever's next.
Um just go to ismworld.org, findthe answers you seek, and meet
(27:48):
some new people within the ISMcommunity.
We're all here to support oneanother.
Thanks so much for tuning in.
As always, I'm Melanie Stern,closing out another episode of
Supply Chain Unfiltered.
Well, we are wrapping up quite the week
around here.
I hope you're having a good weekand maybe you've uh been able to
exercise some calm in your inyour dailies.
Um sometimes it's a struggle.
I get that, but you know what?
I think we're all kind of in theboat, the same boat, uh at least
at the moment.
So appreciate you deciding totake some time out of your day,
(00:30):
put all the crazy on pause andjust kind of hang out with us.
Um I'm Melanie Stern for SupplyChain Unfiltered today.
The topic hyper agility.
It's uh, and you're gonna findout why it's really um it's a
superpower.
Um I know that agility's been areally um, really important.
(00:57):
Uh it's been spoken of andexamined in multiple different
ways, integrated into companiesand across supply chains, and
because basically it helps us beready for anything, and that is
um the name of the game rightnow, and for who knows how much
longer, I mean, it might be thatway for a while.
(01:19):
Um, but the boundaries ofagility are changing, um, and
they need to change, and it'sout of necessity, and we're
being pushed into new territory.
So, with us today to give us umthe details on it and a deeper
look into hyper agility, Dr.
Charlotte DeBerbant, um, andshe's gonna help us out.
(01:41):
Let us know what it is, how itworks, and what's the best way
to integrate it into your um theway you work, help your teams
and your strategies, and umimprove the impact that you um
seek to make.
Charlotte, good to have youhere.
SPEAKER_02 (02:01):
Thank you, Melanie.
I'm thrilled to be here.
SPEAKER_00 (02:04):
Yeah, yeah.
Um, I mean, I I always, when Ifirst heard of the term agility,
and it was almost like for me,it was like a way for me to take
a it was like a breath of freshair, you know, because instead
of working, you know, in thesefixed ways of thinking, and you
(02:26):
know, it just gives us room.
And um, so I I'm really curiousto know what hyper agility is
and and why you think the timeis now to um make it part of the
way we operate.
SPEAKER_02 (02:41):
Yeah, absolutely.
And you know, for you startedwith agility and now I come to
you with hyper agility.
I think hyper agility is reallythe answer to hyperleadership
because you as a good hyperleader, you need to be
hyper-agile, and hyper agilityis the ability of an
(03:01):
organization and its people tocontinuously sense and respond
to and lead change at speed andscale.
Um, but it goes deeper than justbeing fast, it's about
responsiveness, especially inthese uncertain times, right
(03:24):
now, more than ever,responsiveness, resilience, and
inclusion all at once.
So in in today's world,disruption is is not the
exception, it's the norm.
I mean, look at our daily news,our thing, yeah, and from you
(03:46):
know, from this technologicalshift to geopolitical events,
from demographic changes tosocial movements, um change, it
comes from every direction atthe moment, and traditional
agility, what you're talkingabout, is in my opinion, simply
(04:11):
no longer enough.
And hyper agility is really whatcompanies need to pivot
overnight, reconfigurate theirteams in real time and launch
innovations, not in quarters,but in weeks, and and how to
(04:36):
respond to all the change.
And and the key is it's not justsystems, it's it's people.
Hyper agility lives at theintersection of empowered teams,
flexible processes, and a lot ofdiverse thinking.
SPEAKER_00 (04:59):
Great segue for my next question.
Thank you.
Um when you've got your diverseteam, and then it's all about
making sure that you set up aninclusive environment where
people feel like they belong,it's part of company culture.
(05:21):
Um, where does hyper agility fitinto that?
Or I mean, does it?
SPEAKER_02 (05:27):
Yeah, I mean the the connection is profound.
Hyper agility it doesn't um justtolerate diversity, it actually
requires it.
Okay in a in a volatileenvironment that we are in,
these monocultures they theywould collapse, I believe.
(05:49):
Hyper agile organizations arejust built on the belief that
the best solution comes frommany lenses, not just one.
And when teams includeindividuals from all these
different backgrounds, differentgenerations and ways of
thinking, the result iscognitive elasticity.
(06:14):
And that's why in my team I makesure that I have different
generations represented becauseevery generation thinks just so
differently, how they observethe news, go about tasks, and um
that's the fuel you know foragility.
But inclusion is the enginewithout psychological safety,
(06:39):
those diverse voices wouldremain silent, and that's why
hyper-agility also meanscreating environments where
every team member can speak up,can have a voice, won't be
judged, can challengeassumptions and and contribute
(07:00):
freely.
Um, so I I really see that in myteam.
No one is afraid to speak up,give, and I always encourage for
for every individual torepresent their own voice, their
own opinion.
They won't be judged.
And um and and and that's whyhyper agility is just the
(07:22):
outcome.
SPEAKER_00 (07:24):
And then so you've got, let's say you've set up a
hyper agile organization.
Obviously, as you mentioned,diversity and inclusion are you
know an important part of that.
Are there other corecompetencies that you feel are
really integral into creatingthat hyper agile organization?
(07:47):
Um, the one that we all want,the one that's going to provide
the most benefit.
SPEAKER_02 (07:52):
Yeah.
Well, um I've I've really I'veworked in a variety of different
industries, and especially nowbuilding up these brand new
teams in these uncertain timeswhere as a hyper leader I am
practicing hyper agility.
I I think I I would say I focuson five different elements.
(08:17):
Firstly, flexible structures.
So um having like a dynamic teamthat can then reconfigurate um
based on skills and needs, notjust titles or silos.
So I actually have this umspreadsheet I've designed.
(08:38):
You have a spreadsheet?
I I did on different um on myteam members.
Okay.
On um what are their passions,what are their strengths, and
and constantly reconfiguratingtheir roles on them so they are
fully fulfilled in their role,in their job.
And it's just like a littlecheat sheet that I have in the
(09:00):
back of my pocket in order toconstantly have these flexible
teams and live this dynamicteam.
So people don't just think theyneed to work from from nine to
five and constant continuouslydo that same job.
Um, we need flexibility in ourstructures.
Secondly, adapting uhcommunication, so real-time, um
(09:25):
having multi-platform channelsthat empower transparency within
the team, because we work in somany different time zones, and
we are a global but also virtualcompany, so having this
cross-functionality, culturalsensitivity, and um and that's
(09:49):
very important for me.
I make that clear right at thebeginning that we need to adapt
different communication stylesfor hyper uh agility, and then
also having this inclusivedecision making, so um, these
fast loops that include diverseperspectives and prioritize
(10:11):
responsiveness over bureaucracy.
So I really encourage jointdecision making.
What are certain opinions fromthe team members, and uh and
having this inclusive decisionmaking so the team members don't
feel afraid to speak up, butrather they would really come
and we make certain decisionsjointly together.
(10:34):
And number four is rapidlearning, um, where we really
encourage organizations to learnfrom each other.
And number five is empoweredtalent.
So people who are trained,trusted, and given the um
autonomy to act quickly andcreatively creatively.
(10:55):
So um hyper-agile organizations,they um shift from control and
demand to connect andcollaborate.
And this is really what I try todo is you know, learning from
each other, embracing thisflexibility, communication, just
having this hyper agile aspectof leading the teams.
SPEAKER_00 (11:21):
And for uh, let's say anyone on a team in an
organization that you know theyhave their set ways of
functioning, you know,individually, together, um, and
then enter hyper agility.
And they, you know, that's athat's a lot to take on and and
(11:45):
understand the concept, um, letalone um wrap your head around
it and then ultimately put itinto practice in the way
intended.
Um that might stress out somepeople.
Um, it might create someinternal chaos.
So how would you suggest leadersfoster that hyperagility that
(12:09):
they want without makingeverybody, you know, just we
don't we want to minimize thechaos, not not add to it?
SPEAKER_02 (12:21):
More chaos in these organizations, it wouldn't go
well at this stage.
SPEAKER_00 (12:26):
Yeah, like can you imagine?
Is that even possible?
SPEAKER_02 (12:29):
Yeah, is that even possible?
Uh well, you know, as the sayinggoes, anything is possible,
right?
But um to answer your question,I think really that's the art
and science of hyper-agility,because agility isn't about
(12:50):
constant motion, it's aboutintentional motion, and leaders
must provide clarity of purpose,also while allowing freedom of
execution.
And here's the the formula umdecentralize decisions plus
(13:11):
centralized vision.
When everyone understands thewhy, they can then adapt to the
how in real time.
And leaders must also modelagility themselves, showing
(13:33):
vulnerability, um showing whatstrategy they follow publicly,
and admitting when when pivotsare needed.
So the biggest myth, uh,Melanie, is that agility means
(13:54):
no structure.
In fact, it needs structure,just not uh these rigid
hierarchies.
It needs frameworks, not theseformulas.
SPEAKER_00 (14:06):
And I do I do want to make mention, I think it it's
pertinent, um, as you werediscussing, you know, how
leaders can use hyper agility.
Um we had also done an episodecovering hyperleadership.
So it it's it's you know, toconnect the two.
And um, after you've listened tothis episode, you know, go over
(14:28):
to ismworld.org, go to the umpodcast library, and search for
the hyperleadership episode.
I I think you'll find value inthat for sure.
It it gives you a broaderunderstanding of how they work
together.
Um so what happens when you puthyper agility into your talent
(14:52):
management practices or your youknow workforce planning or you
know, thinking about what doeshead count look like?
What happens when you integratehyper agility there?
SPEAKER_02 (15:04):
So, in a hyper agile organization, talent isn't um
just slotted in a box, it'sactually viewed as a
constellation of skills andexperiences.
So talent management becomesfluid and cross-functional and
personalized.
(15:25):
Um, so when we do workforceplanning, uh these shifts from
static organizations to havingmore of dynamic capability maps,
hiring uh focuses less on theseperfect resumes or CVs and more
on learning agility, um,curiosity, resilience.
(15:50):
So development becomes, I wouldsay, more modular, short,
interactive uh bursts ofupskilling rather than um these
long learning programs that weused to have.
And um career paths then becomeor are nonlinear and
(16:14):
self-directed, self-advocacy.
So the result is then that youhave a workforce that adapts as
fast as the world does and feelsempowered to lead the change and
empowered, as I mentionedbefore, to express their
concerns, their feedback.
SPEAKER_00 (16:34):
And how does hyper agility drive innovation?
I mean, that's much of our focusis on innovation and you know
when and how much do we put itinto effect in our companies and
um, you know, product launchesand and all of it.
(16:54):
I mean, is it changed things?
Does hyper agility change thatin any way?
SPEAKER_02 (17:00):
Absolutely.
I mean, think about thecompanies that pivoted overnight
during COVID.
I remember I was I worked atJohnson ⁇ Johnson at that time
in New York, and and justovernight we were asked to
change, like distilleriesproducing hand sanitizers or
automotive plants.
Right.
(17:20):
You know, automotive plants ummanufacturing some ventilators
that wasn't just uhimprovisation, that was hyper
agility right there in action.
Or consider um a tech companythat brings these diverse uh
customers into their product uhsprint cycles, getting real-time
(17:44):
feedback from the users acrosscultures and abilities.
And by embedding diversity andspeed into the innovation
process, um, they don't justship faster, but they build
better.
And hyper agility also drives ummicroinnovation, so everyday
(18:07):
problem solving by employees onright there on the front lines.
And when they are um trusted,then they are also encouraged uh
to e to invent.
SPEAKER_00 (18:24):
That's um that's super positive.
Super positive.
Uh and what about I know wetouched on um hyperleadership,
but what does hyper agilitychange the role of leadership in
and of itself?
And and in what way?
SPEAKER_02 (18:46):
Uh yeah, so the agile leader is no longer the
the oracle of the top of thepyramid.
Uh hyper agile leaders arefacilitators, connectors, sense
makers.
As I also um mentioned in in ourprevious podcast, when I talked
(19:09):
about hyperleaders, I mentionedthat they were orchestrators,
right, for the harmony.
Uh they create clarity incomplexity, not by dictating,
but by guiding.
And these leaders, I think theythey bring four main components
(19:30):
to the table.
They listen more than they talk,and that's really a feedback I
get from my leader that hehasn't um come across someone
listening so carefully eachtime.
Then they operate with umtransparency and they they build
systems that adapt, not protectthe status quo.
(19:55):
And lastly, they embrace the umminimum um viable decision that
then evolve over time.
So the the question is no longerwhat should I do, it's who can I
empower and how can I supportthem.
SPEAKER_00 (20:15):
That's different.
I mean, that's that I just justthat alone and the ripple effect
that would have across anorganization is is pretty
immense.
Um so I know you mentioned wetalked about innovation, but um
specifically technology.
Um what's the role as far astechnology?
(20:39):
How do we view it um when weenable hyper agility?
SPEAKER_02 (20:47):
Well, as always, I always preach technology is the
enabler, not the solution on itsown.
And and hyper agility uh usesthese digital tools to increase
speed and visibility andcollaboration, but not replace
the human interaction andintuition.
(21:09):
So cloud platforms, for example,they then allow uh instant
collaboration across thedifferent borders, and AI helps
leaders uh to make decisionsfaster with data.
And then automation frees humansto focus on uh creative and
(21:31):
strategic work.
But the technology, I think itmust serve people, not the other
way around.
Right?
Yeah, so so tools should uhshould be there to enhance
trust, not just surveillance.
And hyper agile leaders, theythen prioritize tech that is
(21:56):
transparent and inclusive andempowering.
SPEAKER_00 (22:01):
So one of the things that's you know talked about
often it's on our minds eitherin the moment or always you know
in the back of our head, it'sjust always there, always there
is KPIs, right?
Um I'm just wondering how muchwould we still use KPIs to
(22:21):
measure success in these hyperagile organizations?
Is do they somewhat take a backseat?
Are they do we repurpose theKPIs in another way?
Do we change our perspectiveabout them?
What is it?
SPEAKER_02 (22:40):
Uh well, hyper agile organizations, they measure
success in in outcomes, notoutputs.
So they track learning velocity,they they track um inclusion
matrix, they track adapt uhadaptability scores, innovation
(23:05):
flow, not just efficiency orrevenue.
So the key, I would say when youwhen you're a hyperleader uh in
the field of hyper agility, thekey question um that you ask
might include how fast can weimplement a feedback loop from
(23:27):
the front line to leadership?
What percentage of our projectsare led by diverse teams?
How many experiments are werunning each quarter and what
are we learning?
So success isn't aboutperfection, it's about having
the momentum, the insights soimportant, and and knowing the
(23:49):
impact.
And agile matrix are you knoware are there, are living, they
are breathing reflections of aof a learning culture.
So this continuous feedback andand also when I engage with my
team, constantly evolving therole of each team member, uh,
(24:10):
because it's it's it'scontinuous growth, continuous
change that we are embracing.
SPEAKER_00 (24:19):
I know you have um some, I'll say, deeper
perspectives on hyper agilitythat you haven't shared thus
far.
Um, but if you could share onewith us and maybe impart a
message that you think is reallyimportant for leaders to hear
today, what would that be?
SPEAKER_02 (24:39):
Um, well, I would say, and as as we took before,
you know, hyper agility is not astrategy, so it's a survival
instinct being a hyper leader.
Um, but it's also a humaninstinct, and we are naturally
uh adaptive and creative andcapable of radical reinvention.
(25:02):
I mean, you see what we're goingthrough right now.
If if this more than everchallenges our creativity and
being adaptive and agile, soorganizations just need to
unlock uh what's already there.
So I've lived agility not justprofessionally, but um but
personally through adversity,through going through challenges
(25:26):
in my health, illness, and umand reinvention.
And I think the the biggestlesson is that agility is born
when control is lost.
And courage, um, it really takesits place.
So I think to every listener,um, to every also leader
(25:50):
listening today, um, buildingteams that can bend without
breaking uh during change,that's essential, creating
cultures where people feel safeto speak up and strong enough to
(26:11):
leap.
And most importantly, leadingwith curiosity.
The world is moving so fast atthe moment, but if your mindset
is agile, you won't just keepup, you'll you'll also lead the
way.
SPEAKER_00 (26:29):
That's how hyper agility came about.
That's great, that's great.
Um, and you know, if therewasn't I I don't think there's a
better time for us to have beenable to hear this from you um
than than right now.
And I imagine it will also be uma great piece of information to
refer back to often.
(26:51):
You know, keep us in keep us incheck.
SPEAKER_02 (26:54):
Absolutely.
You know, having hyper agilityis kind of the the new
organizational superpower forthis unpredictable world.
SPEAKER_00 (27:03):
Yes, that it is.
Thank you, Charlotte.
Always a pleasure having youhere.
Um and it's just always great tohave, you know, cover a topic
and infuse some positivity intoall of us.
We need, we need that, you know.
We all function better when wehave that.
(27:23):
Um and uh it's just the kind ofum content we love to provide.
We love to provide our membersand non-members.
Um you can find more content umand other resources to help
boost your uh I'll say boostyour mood, boost your
productivity, and help you beready for whatever's next.
Um just go to ismworld.org, findthe answers you seek, and meet
(27:48):
some new people within the ISMcommunity.
We're all here to support oneanother.
Thanks so much for tuning in.
As always, I'm Melanie Stern,closing out another episode of
Supply Chain Unfiltered.
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