Organizational Agility

    Agile Mindset

  • An Agile organization strives to move away from “Plan and Execute” and move towards “Sense and Respond”
    • Executing plans made out of incorrect and outdated information is not likely to produce desired outcome.
    • Plans needs to be replaced by continuous planning based on latest information on hand.
    • In a continuously changing and evolving world, ability to sense areas that need more attention is an important asset of an organization.
    • Building stable teams, systems and infrastructure that can respond to various complexities and uncertainties, increases the chances of success in any organization.
  • Value Based Delivery

  • An Agile organization is committed to deliver the Right Value to the Right Customer at the Right Time
    • Customer is whoever consumes the value. The more clearly we define and understand our customers, the more value we can add in their lives.
    • Customers pay and use what is useful to them and not what is given to them.
    • Organizations need to be creative in finding what is useful to their customers and avoid working on anything that is not.
    • Right value is said to be delivered when the value makes economic sense for both the consumer of the value and the producer of the value.
    • We need to be creative in finding what is useful to customers and avoid waste.
    • Value, when not delivered on time loses its importance. There is always a cost to pay for the delay.
  • System Thinking

  • An Agile organization is committed to apply System Thinking to all of its systems
    • A system is a community of interconnected components. The total value produced from a system is always more than the sum of individual outputs produced by its components.
    • A system must be managed. When left unmanaged, the components of the system become selfish and thus destroy the system.
    • An organization should be well aware of all its system and system owners.
    • The contribution of the components towards the overall value of the system is equally if not more important than the individual output of the components.
  • Self Managed Team

  • An Agile organization is committed to developing high performing self managed teams
    • When the members of the team are knowledge workers and the output of the team’s work is what delivers value rather than the output of individual contributors, then the team should be left to self manage.
    • For a team to self manage, the roles, goals and norms must be clearly defined.
    • In a self managed team, each role within a team has the authority to make any decisions to achieve its purpose as long as the decision is not against the norms and also remain accountable of the outcome of the decisions.
    • Reward policies should be based on overall performance of the team and individuals’ contributions towards the team performance.
    • A coach can greatly enhance team improvement and performance.
    • The work structure of a team mirrors their communication structure.
    • The team overall cognitive intelligence is the asset of a self organized team and should be preserved.
  • Learning and Growth

  • The team overall cognitive intelligence is the asset of a self organized team and should be preserved
    • Every human being is naturally inclined to learn and grow which motivates the person to produce and contribute more.
    • The working environment should be designed to promote learning and growth of all workers
    • Learning at work requires physiological safety as well as dedicated time and space.
    • Shorter the cycle of experience and reflection, faster the learning.
    • People should avoid making mistakes, learn from failures and collaborate more during setbacks.
  • Servant Leadership

  • An Agile organization is committed to Servant Leadership
    • Leadership, when used to serve and develop people rather than command and control, creates a natural powerful force that has the potential to overcome any challenges faced by them.
    • Leaders need to share vision, give control and create more leaders rather than creating hierarchies, take control and create followers.
    • A servant leader sees more potential in his people than they themselves see in them.