Where to start? How to adapt leadership and culture? How to design processes and structures?
Agility is on everyone's lips. There is hardly a company that has not yet launched an agility offensive or “New Work” initiative. The reasons are obvious: A rising pressure to develop innovations within short timeframes, dynamic markets and the resulting uncertainty are pushing the classic organizational and management principles of companies to their limits.
"Agility is the ability of an organization to anticipate relevant changes in its environment and to respond to them quickly and effectively [...]."
In the complex world of rapid changes and increasing insecurity – in the so-called VUCA world (volatility, uncertainty, complexity, ambiguity) – it is necessary to create and develop organizations that can react quickly to new developments and actively shape them in order to gain competitive advantages.
The establishment of an agile organization requires a number of adaptions in the organizational framework. The essential elements can be described on the basis of agile values, principles and methods (see figure). Three fields of action are distinguished:
- Leadership and culture: Agility begins in people's minds and requires a collaborative working environment with a connected knowledge organization.
- Processes and structures: Are stable and flexible at the same time. These include highly iterative processes that are oriented towards meeting customer benefits, as well as network-oriented structures with self-organization of cross-functional development teams, short decision-making paths and congruent goals.
- Technologies and resources: Product and production technologies and resources must be market-oriented and connected so that product and value creation architectures are optimized to offer maximum customer benefit and the best possible competitiveness.
Regulatory framework for the design of agile organizations