Trademarks of Agile organizationsBy CIOAdvisor Apac
It has become critically more important for organizations to be able to respond and adapt quickly to the rapid changes in market trends in the form of increasing competition, demand, technology, and regulations. Companies are focusing on internal end-to-end processes by transforming activities in different stages of the organization structure—right from innovation and customer experience to operations and strategy—to become agiler while. The objective of agile transformations is to focus on customer centricity, followed by improved productivity, and employee engagement. For being agile, an organization needs to be both dynamic and stable in all the process whether its operations, strategy, technology, supply-chain management or talent management. Stable practices cultivate reliability and efficiency by establishing a backbone of elements that don’t need to change frequently while dynamic methods enable companies to respond nimbly and quickly to new challenges and opportunities.
The specific practices an organization should focus on, to become agile depends on the types of the organization structure whether it’s bureaucratic or start-up as organizational agility is not a one-size-fits-all undertaking. Most companies usually improve their processes and work culture by following a four-step process: entrepreneurial drive, shared and servant leadership, standardized ways of working, and cohesive community. Process and information transparency is the strength of agile units among the Dynamic practices. Agile organizations make sure to train their staff accordingly so that they can resolve customer problems as quickly as possible. The shift to an Agile, customer-focused mode of operating generates a productive work model by delivering consistently improved results for their customers through continuous innovation.