How leaders of the pack make agility stick
The evolution of the agile organisation continues...
We’re in the age of organisational agility. Whatever the disruption
of the moment, the most successful organisations are the most agile.
But true organisational agility is hard. It confronts teams and leaders with totally new ways of working. And it demands the ripping up of much of what is taken for granted today. All too often, organisational agility becomes diluted, fails to scale or sees reversion to old habits.
Our new report lifts the lid on what it takes to achieve organisational agility. Drawing on our work on some of the world’s largest agile transformations, it reveals – with a fair few surprises – the four necessities for making organisational agility a reality.
Four necessities for organisational agility
Having worked at the frontline of the world’s biggest agile transformations, we know there are four necessities for leaders to ensure they achieve organisational agility
Build genuine and unanimous top team commitment
Success calls for leaders to take up new measures, structures and leadership styles, casting off their old equivalents. Anything less can be destructive.
Create the conditions for success from the outset
A successful move to agility starts with careful and considerable work before any wider organisational pronouncements. It's these early hard yards that set you up for success.
Cut out the compromises
Contrary to the approach of traditional agile evangelists, success calls for leaders to resolutely stick to a set of non-negotiables that are clearly defined from the outset.
Accept tomorrow’s leaders will be different from today’s
Lasting agile success requires leaders who support, own and live the change, right through the organisation – and this calls for tough decisions.
