Agility in practice
It takes time and effort for a company and its employees to internalize agility, and the main task is leadership. It must provide orientation and promote common understanding and create the conditions for a corporate culture that enables a new, agile attitude. This will be the foundation on which the company can meet the growing complexity and rapid change.
To achieve this, managers need three modules:
1. Culture of innovation
A culture of innovation is the foundation of companies that want to be changeable. It thrives best with fast, flexible units and urgently needs employees who think, decide and act independently – and who are open to new ideas. And employees must also be given the space to freely develop and utilize all these potentials.
2. Agile methods
Agile methods such as Scrum and Kanban originate from IT, but can also accelerate projects in other industries and complement traditional project management. They are agile because they approach tasks quickly in self-organizing teams and in individual cycles (“sprints”). The priorities can thus be clearly defined and the processes kept lean.
3. Agile leadership
Agile leadership has much to do with the art and courage to let go. Hierarchies are successively replaced by networking, teamwork is the focus, managers are increasingly becoming role models, innovators, visionaries, talent managers and motivators. These approaches also meet the expectations of the self-confident and goal-oriented Generation Y and the Millenials.
In order to implement these three building blocks in the company, it helps managers to become aware of a few necessary competencies.
We have prepared a “handout” for the practice, which you are welcome to request from us by e-mail.