Agile success can improve the entire business competencies because they can do things quicker and better, encouraging improvement and innovation.
The progress to make agility transformation requires more cooperation from the rest of the organization, giving cross-functional people a good argument for why you are doing agile and what the benefits will be. The higher level of agility the organization can reach; the better performance results the business can achieve.
Collaborative agility: Silos such as bounded groups or insular functions are inevitable in every structured organization as they are a method of containment and storage. Although silo helps to achieve a certain level of efficiency; overly restrictive silos are reservoirs for homogeneous thinking, limiting the organizational innovation, it doesn’t seem to fit within emerging networked collaborative organizational forms. If they are being reinforced, their existence is perhaps a legacy of traditional management applied to new ways of doing things and solving problems, Agility implies iterative improvement; creative collaboration via integrative diversity can overcome silos. It is better at adapting to changes and ensuring quality, from the highest strategic to middle ground operation to the deepest technical levels.
Evolutionary agility: Agility is about making progressive movement. With accelerated digital speed, everything is always moving forward promptly. Thus, business leaders who can perceive the ebbs and flows in digital evolution, looking uphill and looking deeply into the future; contribute to strategy making and gain an understanding of the unintended consequences of the actions in the future. Fostering collaboration is the key to creating a seamless organization when in pursuit of a strategy. The toughest part of change management is the trade-offs. The more you can front load and truly define the current state, the easier the evolutionary journey moves ahead.
Integrated agility: The speed of changes is accelerated; however, the reality in most organizations though is the process which is forcibly jammed within an existing organizational design, business structures. Digital has become the very fabric of modern business. Integration is one of the significant steps in bridging a multitude of silos such as information silos, functional silos, process silos, talent silos, cultural silos. Being outside-in and customer-centric is the new mantra for forward-look digital organizations today. It’s important to integrate organizational design into process design and re-engineering, leverage the strategic framework to look at key strategic business elements, and transform companies from product centric to customer centric step by step to improve integrated agility.
Adaptive agility: Adaptability is to be understood as the ability of a system to adapt itself; an ability to adapt self efficiently and fast to changed circumstances. With fierce competitions and frequent disruptions, an adaptive mind is able to adjust its thinking processes according to changes in its environment. Digital organizations and their people must learn through their interactions with the business environment, then apply their learning, act, observe the consequences of their actions, make inferences about those consequences, and make an adaptation for future actions. Business as the self-adaptive system is able to re-configure its own structure and change its own behavior during the execution of its adaptation to environmental changes.
Autonomous agility: Either individually or at the organizational setting, defining your true purpose is a helpful instrument to guide yourself, your team, your business, your relations along the other dimensions. Autonomy is an emerging digital theme. If you ensure the individuals have autonomy within their tasks or projects, you will be able to address performance on an equal partnership basis, encourage people to focus on who they are, pursue autonomy and mastery. A high level of autonomy is the symbol of digital maturity by streamlining the digital flow and can be achieved via system automation, team self-management, and interdisciplinary digital practices.
The new paradigm that is emerging is a digital organization that is more responsive, holistic, vibrant, self-driving, and makes a profit while respecting and promoting integrity and well-being of its members and the community in which it resides and does business. Agile success can improve the entire business competencies because they can do things quicker and better, encouraging improvement and innovation.
Collaborative agility: Silos such as bounded groups or insular functions are inevitable in every structured organization as they are a method of containment and storage. Although silo helps to achieve a certain level of efficiency; overly restrictive silos are reservoirs for homogeneous thinking, limiting the organizational innovation, it doesn’t seem to fit within emerging networked collaborative organizational forms. If they are being reinforced, their existence is perhaps a legacy of traditional management applied to new ways of doing things and solving problems, Agility implies iterative improvement; creative collaboration via integrative diversity can overcome silos. It is better at adapting to changes and ensuring quality, from the highest strategic to middle ground operation to the deepest technical levels.
Evolutionary agility: Agility is about making progressive movement. With accelerated digital speed, everything is always moving forward promptly. Thus, business leaders who can perceive the ebbs and flows in digital evolution, looking uphill and looking deeply into the future; contribute to strategy making and gain an understanding of the unintended consequences of the actions in the future. Fostering collaboration is the key to creating a seamless organization when in pursuit of a strategy. The toughest part of change management is the trade-offs. The more you can front load and truly define the current state, the easier the evolutionary journey moves ahead.
Integrated agility: The speed of changes is accelerated; however, the reality in most organizations though is the process which is forcibly jammed within an existing organizational design, business structures. Digital has become the very fabric of modern business. Integration is one of the significant steps in bridging a multitude of silos such as information silos, functional silos, process silos, talent silos, cultural silos. Being outside-in and customer-centric is the new mantra for forward-look digital organizations today. It’s important to integrate organizational design into process design and re-engineering, leverage the strategic framework to look at key strategic business elements, and transform companies from product centric to customer centric step by step to improve integrated agility.
Autonomous agility: Either individually or at the organizational setting, defining your true purpose is a helpful instrument to guide yourself, your team, your business, your relations along the other dimensions. Autonomy is an emerging digital theme. If you ensure the individuals have autonomy within their tasks or projects, you will be able to address performance on an equal partnership basis, encourage people to focus on who they are, pursue autonomy and mastery. A high level of autonomy is the symbol of digital maturity by streamlining the digital flow and can be achieved via system automation, team self-management, and interdisciplinary digital practices.
The new paradigm that is emerging is a digital organization that is more responsive, holistic, vibrant, self-driving, and makes a profit while respecting and promoting integrity and well-being of its members and the community in which it resides and does business. Agile success can improve the entire business competencies because they can do things quicker and better, encouraging improvement and innovation.
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