Tag Archives: organizational agility

Driving “Agility” with Quick Wins a Must in the “New Normal”

Recent posts have focused on the pace of change and the critically-important role of organizational agility.

One way to both reinforce and drive agility is to achieve “quick wins.”

According to John Kotter, author of Leading Change and The Heart of Change, creating “quick wins” builds momentum, defuses cynics, enlightens pessimists, and energizes people.

The key elements of a “quick win” are right there in those two words: it’s got to be quick and it’s got to be successful.

A “quick win” must be completed in 4 to 6 weeks at most, but many are implemented much faster such as in a kaizen blitz where a small group focuses full time on an improvement for a day or two, or half-time for a week.

For a solution to become a “quick win” it is almost always an improvement that can be completed with the people closest to the work and with the resources close at hand. Sometimes a “quick win” is a high value improvement executed with speed. But even an improvement with small dollar impact can have a great ROI — because the time and expense invested is so low and the organization begins reaping the benefits so quickly.

Because of the speed imperative, if a solution requires a significant capital investment, it is not going to be a “quick win.” If it requires a large team or cross-functional buy-in, chances are it will be a slow win if it succeeds at all. Many “quick wins” do not require a formal team; often a natural work team can identify the problem and implement a quick solution.

Given shifting marketplace expectations and the rapid pace of change with which we have all become accustomed, finding new and better ways of eliminating waste and satisfying customers, and doing so quickly, is likely to be a “must” in the new normal.

Five Steps for Driving Agility & Change

organizational agility

The speed of change noted in our previous post has had and will continue to have a profound impact on the business world. We have clearly moved into an era where the extraordinary becomes the expected and subsequently obsolete at an unprecedented rate, thus increasing the demand for much greater organizational agility.

Organizational agility is the ability to identify the developing threats and opportunities to our mission and to quickly align or realign resources to thrive in the new environment. In other words, to make necessary changes / improvements and do so quickly!

Agility requires two components:

  1. The ability to see and understand the external developments and what they will mean for us
  2. The ability to quickly adapt our resources to leverage the emerging opportunities and to avoid the looming threats

Here are 5 specific steps leaders can take to develop and sustain a creative culture of change and organizational agility, based on findings published by New Horizons Learning Centers:

  1. Encourage new ideas. Management must make it clear that they will embrace new ways of doing things. Managers whose default is to turn against new ideas will quickly stop creative thinking and negatively impact the pace of change. This simple habit alone is a critical first step toward developing a culture of creativity and change.
  2. Allow more interaction. An innovative climate thrives when team members are allowed to interact with their own team mates as well as team members from other departments. Better questions are asked, useful information is exchanged, new ideas flow both ways and new views on old challenges are heard for the first time.
  3. Tolerate failure. We have often noted that a culture of CI is one in which people must be given amnesty… a culture in which people are not afraid to fail. This holds true in an agile culture of creativity as well. While new ideas can sometimes prove too costly or might simply turn out to not be feasible, management needs to accept that time and resources will be provided knowing that the idea(s) might or might not come to fruition.
  4. Provide clear objectives and freedom to achieve them. People or teams who are provided with clear goals will be motivated to meet them. The goals provide a purpose for their creativity. Set guidelines with minimal constraints gives managers a degree of control with regards to the cost and time to completion.
  5. Offer recognition. Management must offer tangible rewards that send a clear message that creative behavior is encouraged, supported and recognized in their organization, and that the demands of the marketplace favor an organization that is, in fact, open to ongoing change (CI) and agile enough to make it happen quickly.

Agility & Change: Are You Ready?

As noted in recent posts, the rapid acceleration in the pace of change that has taken place within the business world over the past ten years has also accelerated the need for organizational agility in both thought and behavior.

Agility and change are inextricably linked.  The goal in most change efforts is not only a change in attitude, but behavioral change.

But of course change is not always perceived as being good. In organizations of all types, people tend to look with skepticism at innovations and new methods, processes, policies and procedures; and people at all levels sometimes cringe at the suggestion that there might be a different or better way to do their jobs!

Yet without change comes stagnation and potential loss.

The first step in any change effort, and in maintaining organizational agility, is to help people develop the right mental attitude and understand that timely change is a constant part of long-term success — this readiness for change will require:

  • Making continuous improvement a permanent part of the organization’s culture… getting people at all levels to change the way they think, talk, work, and act, and fostering a culture of open-mindedness and amnesty
  • Establishing new perspectives on work, work processes and value-added work
  • Effectively using various statistical tools to identify, analyze, understand and communicate variation
  • Enlisting the help of people operating the work processes
  • Quantifying how continuous improvement benefits all stakeholders
  • Improving leadership and coaching skills that lead to increased employee engagement

 

How to Develop Organizational Agility

Many people say they would like to make their organizations more agile, but few organizations have a formalized strategy to do so.

For many leaders, the planning and management methods mastered on their way up the ladder were designed and effective in a different time, when change moved at a much slower pace.  Others, as noted in our previous post, might lean more toward the entrepreneurial side, exhibiting high-levels of vision and enthusiasm, but not the team-building or other managerial skills necessary to develop a truly agile environment; and others may simply fail to stay the course.

To gain agility, today’s leaders must incorporate these four “agility enablers” into their operating model:

  1. Fast and effective information flows so their enterprise can emulate  Wayne Gretzky and “just skate to where the puck is going to be.”
  2. Strong leadership and teamwork to turn insight into action; people at all levels must be engaged, involved, and accepting of ongoing change.
  3. Relentlessly streamlined and simplified processes in order to handle the more rapid pace of implementation. If the processes that comprise the value stream are held together by patches, expediting, and human vigilance, or are full of inspection, rework, delays, over-specification, redundancies, excess inventory, complexity, etc. it will be very difficult to execute the necessary changes.
  4. Flexible investments, as acceleration of change makes acquired assets obsolete faster, so both the investment and hiring strategy should reflect the need for flexibility.

Organizational Agility?

Our previous post summarized the rapid acceleration in the pace of change that has taken place within the business world over the past ten years, and how the speed of change in the markets, competition, and technological capabilities has increased desire for greater agility.

So, how might we define organizational agility?

Some tend to think of being agile as being synonymous with being entrepreneurial, because vision, leadership, rapid decision making, and an intense customer focus are all necessary for agility. But the concepts are really not the same, as many entrepreneurs are not overly agile. In fact, many tend to “go it alone” and fail to leverage their organization’s knowledge and capabilities to make the most of developing opportunities.

Organizational agility is the ability to identify the developing threats and opportunities to the organization’s mission, and to quickly align or realign resources to thrive in the new or emerging environment.

Agility requires these two components:

  1. The ability to see and understand the external developments and what they will mean for the organization
  2. The ability to quickly adapt resources to leverage the emerging opportunities and to avoid the looming threats

These two key abilities together provide a profound competitive edge in an era of quickly-accelerating developments, and enable an agile organization to truly thrive.