A measure that Agile is a journey, not a destination; it’s more as a “direction” than an “end.”
The digital organization today is hyper-connected and interdependent, as the switch in its digital ecosystem keeps connecting with its environment. The inevitable range, breadth, depth, and pace of uncontrollable factors acting on any organizations across vertical sectors mean identifying business vulnerability, handling the management fuzziness and constant fine-tuning are essential to improve organizational agility.
Strategic agility: The insight-driven digital transformation is a journey that needs a clarified vision to improve organizational agility. Companies crossing the industrial boundaries are at different stages of organizational agility. As a senior leader, assessing your current state of business agility, defining a clear goal is a helpful instrument to guide yourself, your team, your business, your relations along the other dimensions to drive needed changes. Agility is the measure of ability to recognize, act and benefit from changing business circumstances. Agility should not be translated to sacrificing guidelines, planning or life cycle of processes, projects and/or products. Agility within and of itself is a strategy – to create change momentum by prioritization right and putting emphasis on improving effectiveness of portfolio management, building organization’s changeability.
A good strategy, like business GPS to navigate, bridge, facilitate, establish, and support the proven and interdependent business growth model, improve business visibility, capability, and agility for adapting to the “VUCA” business new normal. When the organization has put a stronger emphasis on empowering people, the source of knowledge, innovation, business adaptation, and people-centricity, it is reaching the inflection point to achieve the next level of organizational agility. Highly effective business managers analyze business choices in a holistic manner that accounts for business agility, indirect sources of value & cost, and technical compatibility (which affects agility) , and become flexible to deal with changed conditions and unforeseen circumstances smoothly.
Learning agility: High organizational learning relates to high response in recognizing and addressing system constraints. Organizational leaders streamline their key success factors such as people, processes, and technologies to improve business agility. Often, limitations on learning are barriers set by humans themselves. The digital tools and apps make learning informal, but more cost-effective and interactive. From a workforce management perspective, growth mindset and learning agility are not “nice to have,” but must have digital professional quality. You have the freedom to do whatever needs to be done. It is important to emphasize, and get the people, culture, accountability, and performance right.
As learning is a continuous process to unleash individual or collective potential, adapt to the business nature of complexity and interdependence, and lift overall business agility significantly. Business leaders and professionals with learning plasticity is able to observe deeper and see around the corner, have an in-depth understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario, absorb all necessary knowledge and adjust its thinking processes according to changes in its environment, for solving problems innovatively.
System agility: The often described business process agility attributes of business capabilities include, such as changeability, robustness, responsiveness, speed, optimization, etc. Agility is a means to an end. To what end in your case? Work out what you want agility for. Every organization is a dynamic system. To improve the organizational agility, what can be unifying is looking at each function in the enterprise as a subsystem and then finding a unified means of looking at the essence. The idea of the process is to enable the system. But you should not get obsessed with a process. Agile is not your end goal, agile is not a process. Agile should help you to reach your end goal which is to achieve high performance results for either engaging employees or delighting customers.
The progress to make agility transformation requires more cooperation from varying parts of the organization, giving cross-functional people a good argument for why you are doing agile and what the benefits will be. It helps to orchestrate organizational interrelationship by bridging gaps, sharing information, enforcing cross-boundary communication & collaboration, building trust, and ultimately leading to greater autonomy and “self-generated” engagement. To improve organizational system agility and shorten business capability development cycles, companies focus on shaping dynamic capabilities as the strategic business routines by which firms achieve new resource configurations as markets emerge, collide, split, or evolve, etc, for accelerating performance.
The higher level of agility the organization can reach; the better performance results the business can achieve. A measure that Agile is a journey, not a destination; it’s more as a “direction” than an “end.” In fact, the collective human potential in the organization is the greatest thing that the organization should ever invest in because it is the driving force to and bring your company to the next level of business agility and accelerate the journey of digital transformation.