Agility: Changing Dynamics

Agility: Organizational Dynamics

The term is derived from software development organizations at first and then widely adopted in Project Management, Large InfraBuild and Critical constructions Organizations, where the aim was to assist organizations in establishing new and flexible ways of working. Let’s call #Agility and Attitude and a mindset which play a critical role, as agile methods override with “old” ways of thought processes and those typical SOPs and KPIs. Agility is the ability to change state effectively, especially in the context of changes that are difficult to predict and forecast. Agility enables organizations to adapt more quickly in synch with fast changing market conditions. Organizations are more challenged of becoming flexible, developing and delivering products and solutions in limited time. Agility is a kind of value-orientated operating system to manage organisations in a world with increasing dynamics and complexity, which organizational behaviour experts call as #Dynaxity. The ‘value-orientated operating system’ includes the attitude, type of structure, organisational design and working procedures.

It is an organization’s ability to adapt to changes in an environment that is Volatile, Uncertain, Complex and ambiguous (VUCA) (Friedman 2020) or in a constant state of flux that translates to competitive advantage and sustainability. It is about optimizing the flow of value creation for its customers based on its value proposition. Agility is not speed, aggression and heated emotions to simply fast-pace work, cut down costs, lower headcounts, outsource all processes and people - it is a built-in decision – making, decision – implementation framework, with the organization in a constant state of adapting and learning. The relationship with speed is inverse, at higher speed it is much more difficult and cost implicative to be agile and in turn it is more difficult to predict changes. In the context of product development, we talk about speed of delivery of value. This is a consequence of effective state changes that allow prioritizing the activities that deliver the most value. In other words, fewer features are delivered but the ones that are delivered are the ones that maximize value to the end user when they are released. This creates a feeling of increased effective speed.

?What hinders Organizations to realize full potentials of Agility:

There is greater flexibility, autonomy, productivity, employee motivation, faster delivery, reduced costs and greater client/ customer satisfaction. Increasing innovation, enhanced solutions deliveries and market captitalizations. Agility isn’t that buzz word to copy-paste and be in Reporting and Publicity stunts. By not being realistic and focused, agility would certainly be under valued by few major areas, as below;

• Copy-Pasting: Agile principles are universal, but their application varies depending on the work targeted and unique organizational positioning (Product Development vs. Production Planning). Copying someone else's model without a clear vision and deep understanding of agile can cause major losses and long term dents.
• Partially Agile:?This happens by applying agile to parts of the value chain and leaving the rest as old adopted ways, for real time example, handling agile product development within a traditional go-to-market setting. To achieve full benefits, agile should be executed end-to-end in full cycle sans exceptions.
• Insufficient Capability Building: Agile succeeds when people – including leaders – possess the right set of skills and mindsets, like entrepreneurialism self-management abilities. These must often be supported and strengthened by Board.
• Diluted focus on Performance:?Self-management sometimes becomes a license for agile teams to stop planning, reporting and delivering results. However, agile demands enhanced disciplne and structural adherence.
• Short-term Bias:?Agile Deliverable teams must continually decide between new features and optimizing existing software to avoid technical shotcomings. Unless managed, agile tends to bias towards overemphasizing new features at the expense of long-term quality.

Leadership Styles for a successful Organizational Agility

Mahatma Gandhi said “Be the change you want to see.”?An Agile Leader not only has to drive and promote change but also be the change, there is a constant need for leaders to develop themselves and also motivate those they lead.

US Management Consultant and Coach Bill Joiner outlined Leadership Agility to be:

?Expert – tactical and problem-solving orientation.

?Achiever – strategic, outcome orientation.

?Catalyst – visionary, facilitative orientation.

Agile leadership must also have the ability to master a myriad of leadership styles and apply those that best fit the context. It also requires emotional intelligence to understand their emotions and perspectives as well as those of others that is most appropriate.

Futuristic Agility

The landscape is a constantly fast evolving one, transforming with new challenges and expectations hence there is an urgent need to keep upskilling and reskilling for emerging roles. It also requires ongoing process re-engineering to build in resilience for emerging challenges. Agility starts with productive meetings. Companies need a healthy conflict culture in order to find the best solution for their requirements. The inclusive engagements by all stakeholders in an end-to-end consideration of the entire customer value stream is an important characteristic of agile organizations.