At today’s digital dynamic with high-level of uncertainty and velocity, agile as a management philosophy and methodology is expanding out and scaling up, for running an organization with agility to produce high performance results with consistency.
Organizational agility is only achieved when the organization changes, the leadership buy-in, the employees are engaged, and the framework & processes are well aligned. They can apply Agile principles to scale up and create the characteristics of a truly agile organization.
It’s important to understand that implementing agility starts from the ground up, but also needs C-level sponsorship: To build an Agile organization, you need buy-in from all levels within the company. The Agile team and its processes are part of the business. You have to get management to understand that Agile does not magically make things faster; it’s important to apply a set of agile principles to reinvent organizational cultures for making continuous improvement.
It is entirely possible to run Agile teams, yet in order to scale it up, C-level executives have to understand and essentially accept the idea, otherwise, it could collapse when a conflict between Agile team and the rest of the organization arises and reaches executive level. It must work to identify all the impediments that prevent the business from really becoming Agile and start to systematically remove them in order to run a business with agility.
It takes a customer-centric view - the customer is the center of Agile: Customer is a center of the business. In reality, how your team handles customers from their first touch through to their returning loyalty is fraught with traps and challenges. By understanding customer goals, an organization could develop better interaction capabilities to enhance customer experience. Engaging customers directly on an ongoing basis to see how their goals are changing is a good way to orchestrate customer-centric organizations.
It’s important to understand that the entire business is about understanding customers and their major task is to form a customer-centric organization that is always ready to support and deliver customer excellence across the entire value chain. "Voice of the Customer" programs are very important factors that you do research into what the customer really wants. Everybody should apply the agile principle ”interaction, improvement, iteration,” and work together within that company toward a common goal of achieving customer-centricity.
Unlock the intrinsic motivation of knowledge workers, focused on self-organization, not control: Self-organization is an agile way to improve the digital workforce’s satisfaction, creativity and productivity. To advocate agile philosophy and self- organize adequately, you need the right mind with learning agility, all the skills and knowledge needed to do the work that you do. The management needs to ponder: Can you identify, attract, grow and retain the people you need? Will you need to change your approach to improve organizational agility, effectiveness and innovation? It is natural that the self organization takes time and it requires a great degree of leadership to handhold them.
When an organization experiments with the agile way of working for the first time, it needs to be choosy in the selection of the members who have the agile mindset to prove its success and set as an example to demonstrate its working for the subsequent teams. Real agile, self-organizing teams should be mature and cohesive both personally and professionally, management should have the courage to trust the team. Self-management is an ongoing process, and it is also not about eliminating the managers, but need to have high-mature, and effective leaders for oversight, not micro-managing, and deliver ultimate value for customers.
At today’s digital dynamic with high-level of uncertainty and velocity, agile as a management philosophy and methodology is expanding out and scaling up, follow the set of agile principles, build an agile leadership team or boardroom, and develop the tailored best and next practices to scale up, orchestrate all critical components together into a great customer experience, for running an organization with agility to produce high performance results with consistency.
It’s important to understand that implementing agility starts from the ground up, but also needs C-level sponsorship: To build an Agile organization, you need buy-in from all levels within the company. The Agile team and its processes are part of the business. You have to get management to understand that Agile does not magically make things faster; it’s important to apply a set of agile principles to reinvent organizational cultures for making continuous improvement.
It is entirely possible to run Agile teams, yet in order to scale it up, C-level executives have to understand and essentially accept the idea, otherwise, it could collapse when a conflict between Agile team and the rest of the organization arises and reaches executive level. It must work to identify all the impediments that prevent the business from really becoming Agile and start to systematically remove them in order to run a business with agility.
It’s important to understand that the entire business is about understanding customers and their major task is to form a customer-centric organization that is always ready to support and deliver customer excellence across the entire value chain. "Voice of the Customer" programs are very important factors that you do research into what the customer really wants. Everybody should apply the agile principle ”interaction, improvement, iteration,” and work together within that company toward a common goal of achieving customer-centricity.
Unlock the intrinsic motivation of knowledge workers, focused on self-organization, not control: Self-organization is an agile way to improve the digital workforce’s satisfaction, creativity and productivity. To advocate agile philosophy and self- organize adequately, you need the right mind with learning agility, all the skills and knowledge needed to do the work that you do. The management needs to ponder: Can you identify, attract, grow and retain the people you need? Will you need to change your approach to improve organizational agility, effectiveness and innovation? It is natural that the self organization takes time and it requires a great degree of leadership to handhold them.
At today’s digital dynamic with high-level of uncertainty and velocity, agile as a management philosophy and methodology is expanding out and scaling up, follow the set of agile principles, build an agile leadership team or boardroom, and develop the tailored best and next practices to scale up, orchestrate all critical components together into a great customer experience, for running an organization with agility to produce high performance results with consistency.
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