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In this new reality, organizations are going to need to change how they change, to increase their organizational agility, to increase the flexibility of the organization, to create a culture of continuouschange and simultaneously inhibit the appearance and for growth of the aforementioned change gaps.
Agile methodology has taken the IT industry by the storm, and now it’s spreading to other sectors. Scaling Agile in enterprise-level environments is a daunting task. They’ve paved the way and left many proven practices and principles of Agile in their wake. Adopt an Agile Mindset. Choose Your Scaling Path.
Establish a business mindset that believes in agility, velocity, and high impact value and through impeccable product and service delivery you will possess the power to differentiate your firm from all the rest.” Sure, continuouschange can be disruptive to an organization that is not accustomed to it.
Moreover, it signifies their adaptability, a critical trait in navigating the continuallychanging landscape of revenue generation and business strategy. A Chief Revenue Officer who can grow and adapt will drive revenue and promote a culture of agility and resilience within the organization.
Being a visionary means understanding that continuouschange is occurring all around you, so what worked in the past may not work now. As you build your agility in solving problems under rapidly shifting circumstances, you’re learning to act decisively in a complex environment. Being a visionary. Demonstrating decisiveness.
It provides a toolkit for building resilient, connected, and purpose-driven teamsskills that are critical for anyone tasked with leadership, regardless of experience levelhelping leaders create meaningful impact and thrive amid continuouschange. This is a time that demands more from leadersmore agility, more empathy, and more clarity.
If your organization is seeking to create a continuouschange capability, it must have a strong focus on increasing its organizational agility. This is very similar to the idea of a minimum viable product, a key lean startup concept popularized by Eric Ries, author of the bestselling book, The Lean Startup.
This might involve training managers on how to effectively lead their teams through the transition, upskilling employees on new technologies or processes, or providing resources to help individuals adapt to changes in their roles or work environments.
As organizations confront new competitive challenges and disruptive technologies, an agile approach to talent provides both a means of rapid strategic change, as well as a way to increase strategic capability. However, a good agile talent strategy needs to be communicated as effectively internally as it is externally.
Embracing Digital Change Requires a Clear Strategic Focus. Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud. Read more from DXC Technology: Digital Transformation Is Racing Ahead and No Industry Is Immune. How to Become a Digital Enterprise. 6 Digital Trends Are Poised to Transform How We Work.
However, the CEO did know that all he could do in such a dynamic context was build new capacities for agility and change in his organization. This required not just hiring a bunch of individuals with such guiding skills but also developing ourselves continuously as a robust faculty team.
Without any integrity or coherence in the business operating model, the inevitable result is complexity and the inability to respond to changing competitive conditions and to embrace new digital opportunities because of the legacy of past decisions and indecisions. Agility cannot be achieved without first tackling complexity.
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