From Baker Tilly to Cornell University
BoT’s Non-Performing Loans Policy and its impacts
Economy Overview: Part 1
Moving to Agility
The rapidly changing and globalization of the business environment has constantly introduced innovative technology and knowledge to the marketplace. Hence, it is extremely challenging for companies to remain competitive. Over the past decades, the implementation of the emerging concept, agile, has continuously been applied in different sizes of company around the globe. Though the model was initially established to enhance the effectiveness of software development, the method has increasingly been adopted by non-IT industries seeking to comprehend and thrive in the market dynamics.
Struggling to survive with the traditional management style, many organizations are adapting to the new external realities of agile. The hierarchical bureaucracy limits organizations’ capability to keep up with the market pace. Nevertheless, using agile practices for organizational change is not easy work. A change in organizations requires various reorientations including goals, human and management components. In management function, for example, the adjustment from command-and-control process to a collaborative culture is easier said than done. Being grounded with strong management coalition is critical for organizations to be recognized as agile. Thus, it is essential to have the right leaders or change agents that believe in the change and can navigate the transition while being flexible and responsiveness to change from all facets. As poor management, at any level, can lead to failure in organizational change. As a result, it implies that agility scale up from individual level.
Moreover, agile must be embedded across individual level before expanding to the organizational level. In practicality, transitions from the traditional approach generally involve changes to the new management system and communication channels. Once the primary stages are accomplished, the new organizational agility culture will eventually be transformed.
Most importantly, tailoring agility is key. In agile, there is no single formula for every implementation as the prescribed method may not always be applicable for all. Instead, it would even be better for organizations to tailor-made their own strategies suitable for their people and culture. Keep in mind that a gradual transition towards the entire organizational change can ease the adaptation and providing a long-lasting result of the change. A slow process should also reduce resistant as it is not an immediate change causing culture shock. For this reason, it is suggested that organizations, especially large ones, should customize their strategies to progressively transform.
For further information, assessment on agile readiness, and help in managing and implementing change to your business, contact us now for assistance.