Agility in the working environment
Challenges and opportunities of an agile framework
The concept of agility has been around since the 1950s in systems theory of organizations. The sociologist Talcott Parson is a good example. He identified four functions that any system must perform in order to sustain itself. First, an organization must be able to respond to changing external conditions. Second, it must be able to define and pursue goals and have the ability to create and maintain cohesion and inclusion.It must also be able to maintain fundamental structures and value patterns.
Agile organizations have the ability to continuously adapt to their complex, uncertain, and turbulent environment. But what does this mean for my business?
Organizations that want to become agile need to look at every aspect of their business.How is our organization structured? Which structures can be made more agile? What processes need to be changed? What HR and management tools promote customer-oriented, agile work among our employees? How can we improve our adaptability and speed? How can we embed agility in our culture?
At the beginning of such a change process, it is important to develop an agile vision to get a concrete idea of where and how the organization needs to change. This includes defining whether the organization wants to become more agile at all levels, or only at the project level.
Another important step in the agile transformation is a consistent focus on the customer. The company begins to think from the customer's perspective in all areas, and the entire process organization is aligned accordingly. The organizational structure takes a back seat, but must not get in the way of agile processes. In practice, this means a fundamental rethinking of the attitude and self-image of managers.
When reviewing and adapting processes in line with an agile, customer-centric approach, the question is how an organization can meet customer needs as quickly as possible. Processes should be designed to be as iterative and incremental as possible to achieve a high degree of adaptability.
The role and attitude of managers must also be redefined as part of an agile business design. In agile companies, managers are at the service of the team to deliver value to customers as quickly as possible. This mindset is essential for managers to implement the principles and values of an agile enterprise. Another important aspect of agile business design is the adaptation of the company's infrastructure. In addition to flexible space and office design, this includes the implementation of home office concepts and other alternative work arrangements.
Last but not least, the agile transformation of a company can only be successful if the corporate culture allows it. Transparency, dialogue, trust, openness, proactive knowledge sharing, and rapid feedback mechanisms are key elements that distinguish an agile culture from a traditional one and will give a company a decisive competitive advantage in the medium term.
