When-Where Agility
Bart has been in ecommerce for over 20 years, and can't imagine a better job to have. He is interested in all things agile, or anything new to learn.
Organizations don’t become agile overnight. It takes deep commitment at all levels, and it permeates all facets of the business. Missteps are to be expected, but to get started on the right track, we must first understand when and where agility makes the most sense for the organization.
Organizations that are agile are those that are constantly seeking change, rather than resisting it or trying to hide from it. New input leads to new innovations, and even entirely new industries, and only those that go looking for them will find them. Resistance to change — “standing firm” —may work in short-term situations, but companies that consistently thrive possess the agility to turn challenges into a opportunities.
That said, trying to be agile in every single part of the organization, all at once, can be counter-productive. At its core, Agile is a do-and-inspect system, where an organization does something and then seeks feedback from the market, customers, employees and anyone who will give it. This feedback may be good or bad, but the intention is that the next iteration of whatever initiative the company is pursuing will be made better for it. If the feedback loop is constantly in motion, it will be difficult to learn and apply new knowledge gained, and even more difficult to measure incremental results.
WHEN should an organization be agile?
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