It is the first step to understand that your organization needs to become more agile. But as the world is turning faster and faster, agility has also reached a new level of revelation.

“We need to be more agile” – sentences with this message are echoing frequently through office corridors these days. But organizations seldom grasp, that just like Rome, an agile organization isn’t built in a day.

Four out of five companies claim to be Agile – as shown by the results of our “Agile Organization Study 2017“. Organizations don’t just want to become reactive to change. It’s more about the ability to turn the inevitable daily change from enemy to friend.

And it’s about welcoming it proactively instead of grumbling after it, thus being agile. Furthermore, being enabled to become agile is just comparable to a competitive sport. You need to constantly train your athletes, for them to become top performers.  As an agile enabler, you need to ask yourself:

  • What does it look like, the agile organization?
  • Why agility when software development is not in focus?
  • What is degree of agility and innovative ability is required in which area?
  • Which competencies are required for an agile organization and which processes and structures need to change?
  • Which areas of an organization do even require becoming agile?

Agile structuresWhat we keep seeing is this: While everyone involved claims they’re already totally agile, nothing much has changed, and the initial situation still represents the status quo of operation. Although Jira sprints, Stand-ups are conducted regularly and DevOps departments emerge, the organization is as sluggish as ever, business and IT do their best at pointing fingers.

We are convinced that the degree of agility varies from company to company and increasingly hybrid forms of businesses are emerging. These differ in their structures and thus also in their demands for employees, culture and working methods. Based on these points, we take a holistic view at companies and their diverging needs of agility, thereby providing them with individual transformation strategies.

Our Approach: The Levers of Agile Transformation

We identify two dimensions in our approach to initiate Agile Transformation. On the one hand, people in an organization need an agile mindset and develop an agile culture. Companies can initiate the transformation to become more agile through the empowerment of their leaders and through the increase of collaboration between employees and coaching of teams. Managing the transformation through awareness and communication measures allows for the sustainable transformation of mindsets, behaviors and habits.

The second lever to transforming to a more agile organization is to alter the organizational structures. Through flatter hierarchies, increased co-creation and collaboration across silos and hierarchies, prioritized team performance over individual performance, increased transparencies and rapid communication loops an organization is prepared to react not only rapidly but anticipatory to changes and customer needs and to simultaneously pursue innovation successfully.

To gain the most benefits from Agile Transformation, organizations need to integrate guard rails for agility, focus on results and delivery and a consequent customer focus.

With our international network of experts in management consulting, IT development and agile coaching, we offer you an exclusive mix of transformation expertise and IT background that allows us to understand both worlds. Close cooperation with you as part of our collaborative consulting approach is just as important to us as our enthusiasm for digital solutions, innovative capability models and the demand for sustainable change.