The agile “Value realized” is based on enhanced competitive advantage, being measured in financial terms, as well as evaluated via multifaceted value lenses.
As a senior leader, assess the current state of business agility by asking how agile the organization is, with the following subset of questions, define a clear goal as a helpful instrument to guide yourself, your team, your business, your relations along the other dimensions to drive needed changes.
Agility & value- how much does the organization's agility affect what the organization wants to achieve? Agility is the ability to pivot and change direction in response to market pressure or to create market opportunity. It is a fast, sure response to external stimuli. It requires distinct patterns of business capabilities, with specific positioning in the enterprise. There are strategic agility, learning agility, innovation agility, operational agility, etc, business agility directly impacts on organizational effectiveness - running the business in the right direction; speed- how fast you can go; adaptability - the business fitness for dynamic marketing conditions; changeability - the ability to drive changes proactively.
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 the development cycle of processes, projects and products. It requires a good understanding of what is meant by organizational agility, as well as how to improve business agility by avoiding over-investing or underestimating the cost. Interaction, Improvement, Iteration are very characteristics of business agility. Improving organizational agility is more as a journey rather than a destination.
Agility & business awareness: How effective is your program of agility measure at creating awareness? In face of rapid change and frequent disruptions, many traditional organizations lag behind on riding learning curves of business transformation. Given the business is in a state of decline, when you alter the organization to think in an agile mindset, it means not only going agile, but being agile - shaping digital fitting mindset, being able to respond to change effectively.
You have a vision about where you want to go. You may keep changing your destination based on the new learnings during the journey. You get what you measure; if you want to measure agility, you need to be able to measure how well your organizations can respond to the changing dynamic internally or externally. In specific business initiative management, you can measure the time from what a radical new requirement appears until the software is delivered. Making an objective assessment of agility needs to focus on: Timely delivery achieved frequently and repeatedly; response to change quickly; less cost to customers to support requirement changes.
Agility & goal: - How effective is your program of agility measurement at creating tangible value? In agile, measure directly what you want to achieve, what your organizational goals are, such as go to the market time, cycle time to develop a feature, anything that you truly want to see results from. Some of the key measures of Agile effectiveness are Creating Value, Timely delivery, Teamwork and Productivity for the work done, Continuous Improvement, et.
One of the most meaningful measures of Agile success is customer satisfaction. And the agile maturity measurement needs to say something about being truly agile, not just about doing the agile activity. There is the right mix of strategic metrics and tactical metrics needed in measuring things that really matter for achieving clearly defined business goals. It is practical to measure whether you are getting what you want to get out of being agile.
The agile “Value realized” is based on enhanced competitive advantage, being measured in financial terms, as well as evaluated via multifaceted value lenses. There are usually increases in revenue, company valuation, user base, or reductions in costs., etc. Agile enforces improvement and collaboration, So you build a lot of trust and respect by letting people come up with what works best for them, also improving business agility and maturity ultimately.
Agility & value- how much does the organization's agility affect what the organization wants to achieve? Agility is the ability to pivot and change direction in response to market pressure or to create market opportunity. It is a fast, sure response to external stimuli. It requires distinct patterns of business capabilities, with specific positioning in the enterprise. There are strategic agility, learning agility, innovation agility, operational agility, etc, business agility directly impacts on organizational effectiveness - running the business in the right direction; speed- how fast you can go; adaptability - the business fitness for dynamic marketing conditions; changeability - the ability to drive changes proactively.
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 the development cycle of processes, projects and products. It requires a good understanding of what is meant by organizational agility, as well as how to improve business agility by avoiding over-investing or underestimating the cost. Interaction, Improvement, Iteration are very characteristics of business agility. Improving organizational agility is more as a journey rather than a destination.
You have a vision about where you want to go. You may keep changing your destination based on the new learnings during the journey. You get what you measure; if you want to measure agility, you need to be able to measure how well your organizations can respond to the changing dynamic internally or externally. In specific business initiative management, you can measure the time from what a radical new requirement appears until the software is delivered. Making an objective assessment of agility needs to focus on: Timely delivery achieved frequently and repeatedly; response to change quickly; less cost to customers to support requirement changes.
One of the most meaningful measures of Agile success is customer satisfaction. And the agile maturity measurement needs to say something about being truly agile, not just about doing the agile activity. There is the right mix of strategic metrics and tactical metrics needed in measuring things that really matter for achieving clearly defined business goals. It is practical to measure whether you are getting what you want to get out of being agile.
The agile “Value realized” is based on enhanced competitive advantage, being measured in financial terms, as well as evaluated via multifaceted value lenses. There are usually increases in revenue, company valuation, user base, or reductions in costs., etc. Agile enforces improvement and collaboration, So you build a lot of trust and respect by letting people come up with what works best for them, also improving business agility and maturity ultimately.
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