If you’re a leader wanting to make your organization more agile and capable of navigating greater ambiguity and more willing to take risks, you might wonder where to start. Roche, a giant pharmaceutical company, clearly believes it starts with individuals and their inner game. Specifically, they’re helping leaders understand how different “internal operating systems” and self-protective strategies support and impede company agility (which they define as speed, flexibility, and stability; the stability part I find especially helpful because often change readiness increases when people know what they can rely on). I found this article on their leadership development program quite interesting, and is another way of explaining the power of investing in adaptive, long-term capacity building for individuals, their teams, and that in turn enables the company to be more agile and experimental.