Stay silent or Shut up situations  which are not in the interest of esteemed organization " still  -is that new Corporate Mantra to stay on @ Live line and save your Souls !!

Seems really straight to point with zero offence to any type  whatsoever  culture syndrome you might be  suffering  @ work but isn't that is truth ?

We call it Speed simplicity & Trust  but under cover lies the dust of hidden agenda of Mr Me effect -Brain which functions for personal favor than the organization you work for .

I see the future awaits for those organizations and the Leaders who have their voices live favoring and ensuring in making truly great place to work i see People might be afraid of this statements as they are so much glued to their positions and driving culture of Shut up and Listen .-RESPECT those individuals to the core as when you listen you learn however does that give an individual equal right to work and table points in the interest of organization. 

Wow what a great morning you wake up with zeal and look forward to spend the day with great spirit to serve however what you see in doors ahead .

The problem? You’ve hit a wall. Despite all your best intentions, you’re still not getting those promised benefits of Agile: speed, quality, value, sustainable growth across your organization. And your problems don’t stop there. You aren’t responding to market threats; you can’t even see market threats; you’re unable to retain great employees; you’re not an industry showcase. In the end, your Agile transformation has brought cynicism and distrust. 

"Culture of WHO CARES the one who DARES  to set it right you would see him not THERE it is nothing  but only driven by greed of  POSITION & the CHAIR"

one question which might be haunting you is that ok to keep hiding information under Carpet there . I believe not however what about rest ? Beyond one's control !!!

You got the will but Sponsor lacking same 

This failure mode evidences itself in several different ways and ultimately, it warrants its spot as the number one failure mode and drives all the other failure modes. Also known as “buzzword buy-in,” a lack of executive sponsorship can come at you from two directions

Imagine a small group of techies eager to adopt Agile in their team. With no executive sponsorship, they perform in a stealth environment — sort of a “skunk works” adoption — under the radar of the existing organizational structure. Why? Because they’re hiding from the hierarchy of management (see the second failure mode, below) which could shut down their effort, and evading the current gate-driven approach to product delivery. While the project may gain some momentum, deliver value faster, and stir the souls of those involved, its sustainability is improbable. Lack of executive sponsorship will limit visibility into the team’s success and provide insufficient support for adoption across subsequent teams. Agile adopted this way will likely die.

 What makes People go wrong-Failure to Transform Leader Behaviors 

Isn’t it great to have managers who just get things done? They know the right actions to achieve success; they direct their teams to perform these actions; and they have the power to control all aspects of the work and do whatever it takes to get it done.

Huh?

Let’s pull this apart a little. When a manager tells the team what to do, there’s a false sense of success via control. When a manager powers through difficult circumstances regardless of the impact on the team, they leave the wisdom and the morale of the team behind.

Such a management style is a classic Agile transformation failure mode. All the team-level Agile practices in the world mean nothing if the manager doesn’t embrace a behavior that is more in service to the team than control of the team. Robert Greenleaf’s work identifies the characteristics of what he calls a “servant leader”: one who serves by leading, and leads by serving. An Agile transformation success story hinges on the ability of the leaders in the organization to take on these characteristics:

• Systematic neglect: knows the limits of how much focus can be allocated to issues; learns what to focus on and what to let go of in order to support the team and achieve goals effectively

• Acceptance: knows when to let go and trust the instincts of the team; accepts the wisdom of the team and is prepared to support it

• Listening: facilitates useful and necessary communication, pays attention to what remains unspoken, and is motivated to actively hear what others are saying

• Language: speaks effectively and non-destructively; clearly and consistently articulates the vision and goals for the team

• Values: is responsible for building a personal sense of values that are clearly exhibited through consistent actions; supports team behaviors that build their sense of values

• Tolerance of imperfection: modulates his or her own sense of perfection and offers to each team member an understanding of their strengths and challenges; cares more about “How can I help the team grow?”

• Goal setting: owns the vision; doesn’t advocate for a personal belief in what is right but rather maintains the goal for a higher purpose, inviting others to align with the vision for the overall good

• Personal growth: recognizes the value of continually finding diverse disciplines that invite new ways of acting in service to the team, and models this growth behavior to inspire others

• Withdrawal: knows when to step back and allow the team to figure out its course, versus inflicting a personal sense of what is right for the team; carefully decides what to bring forward and when

"Is that what you intend to bring your organization as Being Loud is quite of Corporate Learning from Success AND Failure"

When Leaders  going on wrong direction -Who would set them Right ? Just think is that OK to be quite see for your self below and decide ?

• "VW Chief Warns Cheating Scandal May Threaten Company’s Existence"

• For years the worst-kept secret in sports was FIFA’s extensive ‘patronage’ system. Blatter is accused of using FIFA development money, earmarked for promoting soccer in impoverished nations, to secure votes and general support for his initiatives. FIFA generated nearly $6 billion over the last four years—that’s a lot of money to work with.

• Subhinder Singh Prem and Vishnu Bhagat, the Reebok India executives  alleged involvement in a Rs870-crore fraud, between them own 29 residential and commercial properties in several Indian cities, claims a forensic audit by German arm of Ernst & Young for the sports goods firm's parent.

Just see and decide what you choose to be as a Corporate entity as at this instance i believe people despite of seeing irregularities at work they kept mum and they choose to be wagging then speaking in the interest of the organization ....!!

"So conclusion of  Wagging not Permitted @ Work as that would Lead in Failing any given time you felt prey to rotten culture syndrome "  

So whose story is this is this the organization who cheated or someone who is suppose to be custodian is found in news as a Leader. 

The organization who intend to ride on Success their people need to be larger then their personal greed then the organization need .Testing time Be  Courageous then fearless to sustain reputation which you have gained .

We all love a great success story. There are no shortage of people who wish their brand could be “just a little more like Apple”, etc.  But, success rarely follows a straight up-and-to the-right trajectory and it’s definitely hard to replicate, though many have tried. Most successes, like progress itself, are built on the backs of failed experiments, trial and error, early initiatives, course corrections, and false starts, etc.

You can’t avoid death in life, but you can in business simply by being Truthful to core & choosing ethics & Integrity while at work it pays in long run and surely make you Corporate Giant times to Come !!! 

I know while you are fighting the battle of right and wrong only option which you may have is simply Stay strong & think before you choose right over wrong & think once more  great lines from greatest author Robert H. Schuller  

Tough Times Don't Last, But Tough People Do

But, lest we forget - the challenges persist. So, persist we must as well.

Tough times don't last, but tough people do.

Issued in Future Organization interest please do share and like & share your views !!