There are different definitions, but for us agility is being able to see and understand the needs of the value recipient (customer, owner, employee, partner› and using this knowledge, being able and daring to change focus and direction, as well as priorities and activities, to maximize value in an effective way. In other words, it is about two things:
It’s important for companies with a holistic approach to define what they want to achieve and for management to fully embrace and drive the change. The organizations I have seen where things are not working very well often live in two parallel worlds, i.e., some parts of the company are working agile while others are not. This usually means failing to align budgeting, managing financial performance, or monitoring employee performance in HR with the agile approach. The result is often friction and the risk of getting the worst of both worlds.
As a company, you need to review your value creation processes and for whom you are creating value today. You also need to find a common understanding and belief in the beliefs of the management team and what you want to achieve. A shared vision and a clear purpose for change will go a long way. Next, you need to develop and evaluate options for setting up agile value streams and teams to deliver customer value in a changing environment in a better way than your current organization. Based on what is important specifically to optimize for your organization, there are many ways to build teams. However, one thing is for sure, ONE operating model will not solve ALL problems, so choose the one that optimizes against what is most important.
Once you have an overall vision, it‘s time to try out agile ways of working and let your organization get used to the new values, principles, methods, and tools that come with agile. Companies often launch agile gradually to apply the agile principle of testing, learning alon9 the way, and adjusting as needed.
We often see HR as a natural driver of agile transformation. An agile approach is often based on finding new cross-functional collaborations and thus breaking down existing functional silos between different parts of the organization. Since such change must involve many different (if not all) departments/divisions within a company, HR can act as the in- dependent party within the organization that can navigate the change journey and create a common platform for new ways of working.
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