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Writer's pictureGiles Lindsay

CLEAR Model® Framework: A Pathway to Business Agility

Nothing, absolutely nothing, is more critical to organisational success than embedding agility into leadership and culture.” — Giles Lindsay.


In 2024, the CLEAR Model® introduced a transformative approach to business agility. Its stepped approach to organisational development parallels Maslow's Hierarchy of Needs.

The CLEAR Model® - Culture, Leadership, Execution, Adaptability, and Responsiveness - guides businesses through the complexities of change and transformation. It recognises that these elements are deeply interdependent. To improve the whole organisational system, all parts of the model must continue to be developed in tandem once launched. Strengthening just one area without addressing the others can cause imbalances that hinder overall agility. By continuously improving each element, organisations can both adapt to new challenges and embrace the need for radical changes when required, ensuring sustainable growth and resilience.

This article explores the CLEAR Model Evolution Framework, showing how leaders can grow with this ladder to create adaptive, resilient, and future-ready organisations.



1. Culture: The Foundation of Business Agility (Agile Nurturer)

"Culture eats strategy for breakfast." — Peter Drucker.


Culture — The Agile Nurturer
Culture — The Agile Nurturer

Culture forms the foundation of all efforts toward agility. Without a strong, agile culture, other levels of the model cannot be sustained. The Agile Nurturer fosters environments where innovation, collaboration, and continuous learning are embedded into everyday processes.

Psychological safety, where employees feel comfortable sharing new ideas without fear of failure, is crucial for fostering this environment. Additionally, agile cultures value cultural diversity and cross-functional knowledge sharing, allowing diverse perspectives to improve innovation across different teams and departments.

Example: A tech startup in the AI sector implemented psychological safety measures by encouraging regular feedback loops and open discussions in cross-functional teams. This approach resulted in a 25% increase in innovative product ideas within six months. Employees felt free to share and experiment with new ideas, knowing their contributions were valued.

Employee engagement scores and innovation KPIs can be used to track cultural progress. Metrics like these help gauge whether agility is truly embedded in the culture.

To build an agile culture:

  • Create a learning environment: Encourage constant skill development and innovation.

  • Foster psychological safety: Ensure employees feel safe expressing ideas and taking risks.

  • Promote inclusivity: Value diversity of thought to foster innovation and collaboration.

  • Encourage knowledge sharing: Develop transparent communication channels that enable cross-functional collaboration.



2. Leadership: Guiding Teams Through Agility (Agile Conductor)

You manage things; you lead people.” — Grace Hopper.


Leadership — The Agile Conductor
Leadership — The Agile Conductor

Once culture is established, leadership becomes the next essential component. The Agile Conductor ensures employees look to leaders for stability and guidance, especially during periods of change. Agile leadership focuses on fostering adaptive leadership and encouraging decentralised decision-making. It enables leaders to adjust their course based on real-time feedback and empowers teams to take ownership of their decisions.

Leaders must model agility by being flexible and transparent in decision-making. Adaptive leadership ensures leaders continuously adjust strategies based on new data, while decentralised decision-making spreads responsibility and accountability throughout the organisation.

Example: A regional bank undergoing digital transformation empowered its teams by adopting agile leadership principles, allowing middle management to take charge. The CEO’s "leadership by walking around" approach built trust, leading to greater employee engagement.

Leadership agility can be further developed by incorporating feedback loops that allow leaders to adjust their strategies based on team input. Structured leadership mentoring programs also help develop leaders at all levels.

To foster leadership agility:

  • Lead by example: Show openness to change and be transparent in decision-making.

  • Empower teams: Allow teams to self-organise and take ownership of their tasks.

  • Encourage adaptability: Guide teams through uncertain times by being flexible and responsive to emerging challenges.

  • Implement leadership mentoring: Establish structured mentoring programs to develop future leaders.



3. Execution: Agile in Action (Agile Artisan)

"Plans are nothing; planning is everything." — Dwight D. Eisenhower.


Execution — The Agile Artisan
Execution — The Agile Artisan

At this stage, we focus on execution, which aligns with Maslow’s need for belonging. In an agile organisation, team members must feel a sense of purpose and ownership over their work, knowing that their contributions matter. The Agile Artisan ensures the execution is iterative, incorporating continuous learning, feedback, and customer-centricity.

Agile execution is not just about speed. It’s about aligning tasks with strategic goals while remaining flexible enough to adjust based on feedback, particularly from customers. Customer feedback loops help organisations focus on their core objectives while improving execution based on real-world insights.

Example: A manufacturing company adopted agile practices by decentralising decision-making on the production floor. By empowering teams to make immediate adjustments to workflows based on real-time data, they reduced production delays by 30% within a year. This change also led to a 15% increase in overall production efficiency as teams could respond to issues without waiting for managerial approval.

Rapid prototyping is another method that agile teams use to iterate quickly, test ideas, and adjust based on results. Using data analytics and real-time monitoring tools, teams can ensure their execution is aligned with market demands and internal objectives.

To ensure agile execution:

  • Use iterative frameworks: Adopt methodologies like Scrum or Kanban that promote continuous improvement.

  • Break down silos: Foster cross-functional collaboration so all departments work toward the same goals.

  • Focus on customer-centricity: Incorporate customer feedback loops to ensure alignment with customer needs.

  • Rapid prototyping: Experiment with prototypes to learn and adapt faster.



4. Adaptability: Thriving in the Face of Change (Agile Shape-Shifter)

It is not the strongest species that survive, but the most adaptable.” — Charles Darwin.


Adaptability — The Agile Shape Shifter
Adaptability — The Agile Shape Shifter

Like Maslow’s esteem needs, adaptability allows organisations to grow and evolve confidently. In the CLEAR Model®, adaptability is the ability to pivot quickly in response to market changes, customer demands, or internal shifts.

Fostering a growth mindset is essential to adaptability. Teams must be encouraged to experiment, fail, and learn from their experiences. Leadership plays a key role by providing the necessary resources for development and promoting technological advancements like AI-driven analytics to predict trends and facilitate informed decision-making.

Example: When the COVID-19 pandemic hit, Atlassian leveraged its deeply ingrained culture of adaptability to transition smoothly to remote work. By utilising its established tools like Jira and Confluence for collaboration, the company maintained 98% of its pre-pandemic productivity levels while continuing to roll out major software updates. Their adaptable culture, which prioritised flexibility and autonomous decision-making, ensured business continuity without disruption.

Incorporating scenario planning allows organisations to prepare for multiple future possibilities, strengthening their ability to adapt when disruptions occur. The Agile Shape-Shifter thrives on the ability to pivot and adapt when disruptions occur, leveraging continuous learning to face these changes confidently.

To foster adaptability:

  • Cultivate a growth mindset: Encourage teams to learn from failures and view them as opportunities.

  • Use technology: Leverage AI and automation to predict trends and drive agile decision-making.

  • Practice scenario planning: Develop strategies for various future scenarios to be prepared for any outcome.

  • Offer upskilling programs: Ensure teams have the skills to embrace new technologies and roles.



5. Responsiveness: Mastering Agility (Agile Sprinter)

"The ability to adapt is critical to survival and success." — Andrew Zolli.


Responsiveness — The Agile Sprinter
Responsiveness — The Agile Sprinter

At the top of the hierarchy is responsiveness, the ultimate level of business agility. Responsiveness allows organisations to respond to changes and predict and shape them. This is the goal of the CLEAR Model® —to create organisations that thrive in uncertainty and lead their industries.

Responsiveness is achieved through real-time data processing and integrated data platforms, allowing companies to quickly analyse large amounts of information. The Agile Sprinter is responsible for ensuring these quick, precise actions are taken at all levels of the organisation. Organisations that embrace continuous market scanning stay ahead of emerging trends and changes.

Example: During the 2022 holiday season, Amazon utilised advanced AI-driven inventory management systems to track real-time shifts in consumer demand for specific products. By analysing buying patterns and adjusting stock levels in key fulfilment centres, they reduced delivery times by 20%. They prevented potential stockouts on high-demand items such as electronics and seasonal goods. This level of agility in inventory management allowed the retailer to maintain customer satisfaction and capture more sales during a peak shopping period.

Organisations must empower teams at every level to foster decision-making responsiveness. Decentralised decision-making ensures that actions are taken quickly without waiting for approval from the top.

To achieve responsiveness:

  • Embrace real-time feedback: Use integrated data systems to gather insights from customers, employees, and the market.

  • Leverage AI and analytics: Predict trends and react quickly to changing market conditions.

  • Foster decentralised decision-making: Allow teams at all levels to make quick, informed decisions.

  • Practise continuous market scanning: Constantly watch industry trends and customer needs.



Navigating Obstacles in the CLEAR Model® Evolution

As organisations move through the stages of the CLEAR Model®, they often encounter obstacles. Each transition requires careful planning and an understanding of the potential roadblocks.

Transitioning from Culture to Leadership (Agile Nurturer to Agile Conductor):

  • Obstacle: Resistance to change among employees.

  • Solution: Leaders should proactively communicate the benefits of agility and provide coaching to address concerns and doubts, fostering trust and openness.

Transitioning from Leadership to Execution (Agile Conductor to Agile Artisan):

  • Obstacle: Lack of cross-functional alignment, where teams are siloed.

  • Solution: Use collaborative tools and frameworks like Scrum or Kanban to ensure teams work toward common objectives, breaking down departmental silos.

Transitioning from Execution to Adaptability (Agile Artisan to Agile Shape-Shifter):

  • Obstacle: Teams may struggle to pivot quickly when the market changes.

  • Solution: Encourage a growth mindset by promoting scenario planning and building flexible processes that adapt to changes without significant friction.

Transitioning from Adaptability to Responsiveness (Agile Shape-Shifter to Agile Sprinter):

  • Obstacle: Over-reliance on rigid data analysis, slowing down decision-making.

  • Solution: Implement real-time data platforms to empower decentralised decision-making and enable teams to respond to feedback swiftly.



Implementation Strategies and Roadmap for the CLEAR Model®

Successful implementation of the CLEAR Model® requires a structured approach. A clear roadmap allows organisations to build agility while gradually measuring progress at each stage.

Phase 1: Building the Agile Culture (Agile Nurturer)

  • Strategy: Create a learning environment that promotes psychological safety and openness. Encourage cross-functional collaboration through workshops and team-building activities.

Phase 2: Empowering Agile Leadership (Agile Conductor)

  • Strategy: Provide leadership training and mentoring programs to help leaders adopt a flexible and adaptive mindset. Encourage transparency in decision-making and implement decentralised leadership practices.

Phase 3: Enhancing Agile Execution (Agile Artisan)

  • Strategy: Introduce agile frameworks such as Scrum or Kanban to improve execution. Ensure that customer feedback loops are in place to align execution with market needs and drive continuous improvement.

Phase 4: Embedding Adaptability (Agile Shape-Shifter)

  • Strategy: Leverage AI and data analytics to predict trends. Implement scenario planning and promote continuous learning to ensure teams can pivot when disruptions occur.

Phase 5: Achieving Responsiveness (Agile Sprinter)

  • Strategy: Build integrated data platforms for real-time decision-making. Empower teams to make quick, informed decisions without waiting for top-down directives, maintaining momentum in a dynamic environment.



Comparing the CLEAR Model® with Other Agility Frameworks

Comparing the CLEAR Model® with other popular business agility frameworks can help you better understand its value.

SAFe (Scaled Agile Framework) vs. CLEAR Model®

  • Key Difference: SAFe focuses on scaling agile practices across large enterprises, particularly for software development. The CLEAR Model® is a broader framework that applies across all industries and emphasises cultural transformation as a foundation.

  • Strength of the CLEAR Model®: It goes beyond execution and focuses on long-term adaptability and responsiveness, making it a comprehensive model for sustained business agility.

LeSS (Large Scale Scrum) vs. CLEAR Model®

  • Key Difference: LeSS focuses heavily on Scrum practices and optimising product delivery. The CLEAR Model® places equal emphasis on culture, leadership, and responsiveness.

  • Strength of the CLEAR Model®: The CLEAR Model® encourages agile execution, leadership, and adaptability, ensuring that agility permeates every level of the organisation.

McKinsey’s 7S Model vs. CLEAR Model®

  • Key Difference: The 7S Model looks at seven interdependent factors (strategy, structure, systems, etc.) for organisational effectiveness. The CLEAR Model® focuses on creating agile ecosystems through culture and leadership development.

  • Strength of the CLEAR Model®: It creates a more dynamic, evolving framework responsive to market and technology changes, whereas the 7S Model is more static and structural.



Maintaining Momentum at the Highest Level

Once an organisation reaches the pinnacle of agility—responsiveness—it’s critical to maintain momentum and avoid complacency.

1. Continuous Learning and Feedback Loops: Even at the top level, organisations must constantly gather feedback from customers, the market, and internal teams. Establishing a feedback-driven culture ensures that no opportunity for improvement is missed.

2. Regularly Update Data Platforms: The Agile Sprinter thrives on quick, precise actions. Ensure that data platforms are continuously upgraded to reflect new technologies and that teams can access real-time data to make informed decisions.

3. Invest in Employee Development: Responsiveness requires sharp, skilled teams. Continue to invest in upskilling and reskilling employees so they can leverage the latest technologies and methodologies to stay ahead of the competition.

4. Foster a Culture of Innovation: Innovation is key to maintaining momentum at the highest level. Create a culture where experimentation is encouraged and teams are motivated to push boundaries and discover new ways to deliver value.



Conclusion: The Evolutionary Path to Business Agility

The CLEAR Model Framework offers a structured journey through the necessary stages of business agility, beginning with a strong culture and culminating in mastery of responsiveness. Like Maslow’s hierarchy, each level builds upon the last, fostering an adaptable organisation that anticipates future challenges. It also addresses the obstacles organisations face as they transition between stages. It provides a roadmap for successful implementation, allowing organisations to continuously improve and maintain momentum once agility is achieved.

By comparing the CLEAR Model® with other frameworks, it becomes clear that its holistic approach—spanning culture, leadership, execution, adaptability, and responsiveness—makes it a powerful tool for long-term agility and sustained success.

Leaders who follow this evolutionary path are well-positioned to thrive. They don’t just respond to change — they shape it.

This framework provides organisations with the tools to master agility step by step, ensuring long-term success.

In summary:

  • Culture lays the foundation for business agility, fostering collaboration and innovation.

  • Leadership provides guidance, stability, and empowerment for teams to embrace change.

  • Execution ensures that strategies align with agile values, promoting continuous improvement.

  • Adaptability allows the organisation to grow in confidence and flexibility, ready to pivot as needed.

  • Responsiveness represents the pinnacle of agility, enabling organisations to thrive in any market condition.

By following this framework, leaders can ensure their organisations evolve through the stages of agility, from culture to responsiveness, and ultimately reach the highest levels of business mastery.


About the Author

Giles Lindsay is a technology executive, business agility coach, and CEO of Agile Delta Consulting Limited. Renowned for his award-winning expertise, Giles was recently honoured in the prestigious "World 100 CIO/CTO 2024" listing by Marlow Business School. He has a proven track record in driving digital transformation and technological leadership, adeptly scaling high-performing delivery teams across various industries, from nimble startups to leading enterprises. His roles, from CTO or CIO to visionary change agent, have always centred on defining overarching technology strategies and aligning them with organisational objectives.


Giles is a Fellow of the Chartered Management Institute (FCMI), the BCS, The Chartered Institute for IT (FBCS), and The Institution of Analysts & Programmers (FIAP). His leadership across the UK and global technology companies has consistently fostered innovation, growth, and adept stakeholder management. With a unique ability to demystify intricate technical concepts, he’s enabled better ways of working across organisations.


Giles’ commitment extends to the literary realm with his book: “Clearly Agile: A Leadership Guide to Business Agility”. This comprehensive guide focuses on embracing Agile principles to effect transformative change in organisations. An ardent advocate for continuous improvement and innovation, Giles is unwaveringly dedicated to creating a business world that prioritises value, inclusivity, and societal advancement.


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