Agile team-builder, cross-functional, overarching in departments and locations. In-/ outsourcing decisions as well as a strategic HR-plan.
Constant change and the continuousNEXT demand improved levels of business agility. That includes the entire corporation and its potential for agility. It means that the corporation’s entire mindset, culture and action must become agile. Business agility in this context comprises:
- how we decide
- how we measure
- how we engage
- (and yes) how we work, (too)
That said, the agile execution of projects represents a linked mosaic of business agility, and it is here that many companies decide to start their transformation. Some are scaling agile (LESS or SAFE) and only a few companies are brave enough to do more. The whole process is a complete process of redevelopment, which doesn’t mean it’s not possible to succeed when it’s carried out comprehensively.
In fact, the major challenge lies somewhere else. It lies in the corporation’s ability to embrace cultural and organizational change whenever it is needed. And the first team to start over is the C-level and executive team.
Most of us believe that scaling agile is a one-time effort, taking your company to a new status quo for the next decade. But in the continuousNEXT there is no point B and no checkpoints – there is only a journey between here and wherever, a journey for which organizations need to pack their bags and prepare as best they can or be left behind.
The recent COVID-19 crisis represents little more than a new and unforeseen accelerator for the even more extensive changes that lie before us. The ability to adapt to these changes quickly needs to be our number one priority and should ideally happen in a top-down direction.
This means that decision makers need reliable intelligence in order to react fast. And when it comes to the variables that shape decisions it is still time, scope and budget that are the main restrictions that determine
- RUN the business
- Change the business
- Transform the business
- NEW: Innovation
Nothing new, right? But there is one budget constraint besides money that determines the critical path, now more than ever: human resources, their capacity and skill-sets. A budgetary factor that hardly any decision maker has full transparency or full understanding of – the digital talent base.