Project Management

BUSINESS AGILITY AND ORGANIZATIONAL AGILITY THE CHALLENGES OF IMPLEMENTATION

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Leadership and Operational Excellence in Project Management

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BUSINESS AGILITY AND ORGANIZATIONAL AGILITY THE CHALLENGES OF IMPLEMENTATION

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The current scenario is VUCA and BANI, customer demands are dynamic, with competitiveness and competition, increased frequency of environmental changes , social and technological innovations  create a scenario that forces companies to consider their ability to respond with agility and, as a consequence, the delivery of projects and services .  


The role of information technology allows companies to react effectively. For example, through the digitization of its business processes, which provide the creation of new access channels for its customers, integration with its partners, gains in internal efficiency and creation of new products or services  or through the ability to automate in an integrated way, synchronized and continuous your business processes supporting agility within the organization 

The  ability to relate to your customers, instrument your operation and utilize your partners' ecosystem and continuously thrive in an unpredictable business environment is done through Business Agility . 

Business Agility is defined as the ability of an organization to perceive changes in the environment and respond to these changes effectively and efficiently. 

But before that we have to think about Organizational Agility, that is, increasing the capacity to respond proactively to unexpected environmental changes

Consider thinking about this cycle to improve or implement Organizational Agility through a virtuous cycle.

  • Strategy formulation is a crucial first dimension of building agility. The definition of strategy allows the organization to carry out a course of action based on a clear understanding of the "why" action (justification) and "what" to do for.
  • The action implementation agility dimension is related to the elements associated with the practical execution of the agility strategy/plan (eg definition of team and key stakeholders, uptime and milestones, etc.).
  • The last dimension is the agility performance check, which is related to the appropriate indicators to evaluate the efficiency and effectiveness of the agility building initiative. Once the agility strategy has been defined and put into action, a third dimension of analysis and other actions are, in fact, directed towards defining and applying a dashboard of relevant success metrics.
Posted on: November 18, 2022 03:22 PM | Permalink

Comments (3)

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Dear Nelson
Very interesting the theme that brought to our reflection and for debate
Thank you for sharing and for your opinions.

Business agility cannot be an adjunct to other business strategies. It has to be understood as the business culture.



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