Awareness of the Impact of Agility

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Awareness of the Impact of Agility
Leon Debije, Management Consultant, Netherlands

To me the adaptation to agility of organizations starts with the awareness of the impact of being agile.
It all started with agile software development in the project environment of a standing organization. However, the standing organization where the primary processes are today got more and more in the way of the required speed. Management isn't able to cope with 2,4 or 6 week sprints of an agile software development:
- The decision making processes and cycles of quarter and (half) year take much longer and don't interact with 2, 4 or 6 weeks.
- Plus what about all those key workers of the primary process who have to be continuously involved in the ongoing agile development of the organization. What will happen to them? Do they stay key-workers, being so much off from their primary work?
This whole thing of being 'agile', to respond accurate and adequate to external (market, stakeholders+) and internal (compliance, techniques+) tends to require a different management & organization.

Awareness of the Impact of Agility
Dr Robin C Hesler, Canada
Good points Leon. First though the organization must have a governance and management structure, policies, guidelines and processes to foster and enhance agility in what ever area of operations and logistics the organization's mission requires.
In order to do that, information and knowledge is needed and accurately analyzed. If that is not the case, an organization can be nimble (Ed: agile, quick) in responding, but will respond in the wrong manner which increases corporate risk.
You make great points about what happens at the front lines. If the front lines aren't given the tools, policies, processes etc and an enabling working environment then the organization won't be nimble or at best will not be as nimble as senior management expected. Yes, decision making processes are often longer than people think.

Business Information & Knowledge is Key to Be Agile
Leon Debije, Management Consultant, Netherlands
Dr Robin C Hesler, thanks for your positive feedback. In addition, I agree on your statement about information and knowledge. For me this is key to be agile.
Since one year I focus on the business intelligence and business analytics in the agile environment.
BI is considered to be looking backward while BAa is facing forward on the same information.
The biggest issue around BI is to rely on the quality of information for what is needed to be agile. The management is responsible to base their decision that effects the (near) future on reliable external/internal information.
However, in case of agility the timeframe (real time/near real time) of having this information availble is at least important as realiability.
So the accessibility to appropriate information 'on time' or 'real time' is the challenge for the near future to become an agile enterprise.

Information Analysis Processes Underlying Strategic Agility
Strong, Business Consultant, South Africa
Strategic agility needs a foundation of an efficient environmental scanning and analysis system. Management has to be in touch with trends and have the capacity to see the implications of change.
It also requires a timely / efficient process of evaluation as to the risk / reward of either embarking on a new course of action, or responding to a perceived opportunity or threat.


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