5 Key Transformation program elements to create an AGILE organisation

Organisational agility is not just about changing, it is about changing FAST! But how do you develop organisational agility at speed?

To transform the ways of working and achieve true agility you need a Transformation program which is focused on delivering the change. Key elements of this program would include the following:

1) Land on an agreed definition. This is important more than ever, as everyone has different ideas about what AGILITY means or looks like. Agreeing on a shared vision will assist bring it to life. Define AGILITY in real terms. Even more importantly it is always good to have measurable outcomes lined up with AGILITY. Does this mean delivering on continuous improvement projects faster? Does it mean improving customer satisfaction rates in two areas that relate specifically to agility? And then what are the success measures across the organisation. You can define them and create an 'agility' rating or dashboard showing progress across the organisation. Remember what is measured is focused upon. Integrating the measures related conversation with the 'what does it look like' can build two fundamental building blocks at once, and further improve clarity.

2) State the intention. Naming agility as a key cultural priority to become an AGILE organisation will continue that focus. Yes that's right, don't try to somehow just appoint an executive lead and expect that leader to magically bring in AGILE ways of working. Revisit or define for the first time key values which align and support AGILITY and what that means to your customers as well.

3) Co-design sessions where process journey mapping takes place to identify blockers to agility. In organisations where change is slow, there are common themes of decision making layers being too many, paperwork, beuracracy and poor processes are areas that may be identified as challenges. Silo'd ways of working are also a common theme. Bringing cross functional teams together in design sessions is a strategy to commence building a common goal and vision for solutions whilst living what being agile means - working together!

If you have made the decision to bring agility into your organisation as a value, I am sure you might already have enough evidence as to blockers and if this is the case you don't need to lose time re-interrogating data and reports that exist. Moving forward is the key. 

4) Assess the elements of your change ecosystem which may be underperforming and build them up. Once again these are often familiar themes in organisations that struggle to respond to market pressures or changing customer needs. All elements of the ecosystem need to be assessed for blockages or capability deficiencies which impact speed to change. One of the strongest aspects of an organisation which has the ability to change direction and fast is that they have strong, clear and frequent communication channels. And these are with their customers, with their people and especially with their leaders.

5) Leadership capability assessment. Leaders are always on the hook when it comes to fostering an environment where change can be fast. In organisations where agility is present there is a high degree of trust across teams and also within teams. The leaders create a psychologically safe environment where teams embrace learning and trying new things without fear of retribution if outcomes are not achieved. Having leaders with the right growth mindset and a diverse leadership group investing in developing or buying in such capabilities is a cornerstone of any true transformation. 

These are just some of the things to explore and create. It is achievable to embed agility into the DNA of an organisation. With change being the only constant in today's world, agility is a worthwhile endeavour. If this is an area of interest in your team or organisation, reach out to discuss further ways you can progress.