An agile organization for sustainable corporate development is rarely easy and always a continuous effort. But it is a model of success for many young companies.
Does this also work for established companies? There is certainly no stereotypical recipe for success, but there are favorable conditions that can be optimally exploited through clever management:
What characterizes an agile organization?
Agility has many forms. As a result, we combine agility with strategic clarity, lean implementation, transparent communication and business value-driven sustainability, which makes it easier to respond to market changes and gives you a lasting competitive advantage.
Agile companies continuously adapt to their environment, enabling them to anticipate challenges that give them a competitive edge and make them resistant to crises. Damit das möglich ist, arbeiten agile Organisationen kontinuierlich an einer gelebten, modernen Veränderungskultur sowie an der Näherung an ein durchgängiges „Enterprise Application Integration“- und „Enterprise Information“ Model.
Each of the following keywords can be a field of action for transforming your organization from a traditional setup into an agile organization
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- Value Driven Strategy
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- Transparent communication
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- Agile mindset
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- Active change and error culture
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- Permanent adaptation
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- Value Driven Leadership
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- Continuous Learning
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- Continuous Improvement & Innovation
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- Lean Organization & Optimized Sourcing
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- OKR-based employee management
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- and more
Agile readiness assessment as a starting point
What approaches does your company use and how strong do you think your management is in these disciplines? An assessment of your current starting position can also be a good start for you.
If you find this topic interesting, then read our next post: Turnaround as a last resort. There, we look at well-known examples in which a lack of agility on the part of companies has ended in massive crises that could only have been saved by third parties.
Oder starten Sie mit einem der Posts aus der Reihe „Verpasster Wandel“: Top brands - rise and fall or Change management – Underestimating change
