NEW

How to make change management happen in the most effective way

Many things can put your business at risk, including changes to your organisation, people or technology. The current pandemic has put many businesses under unprecedented pressure, and some even teetering on the brink of survival. Crises like this quickly turn change...

Future-ready part 2: Diversity – an essential ingredient for a future-ready organisation

In his seminal 1937 essay, “The nature of the firm,” the economist and eventual Nobel laureate Ronald Coase argued that corporations exist to avoid the transaction costs of the free market. Yet with transaction costs plummeting (spurred by rising connectivity)...

Future-ready part 1: What does a future-ready business look like in the new normal?

The pressure to change had been building for years. Well before the COVID-19 pandemic, senior executives routinely worried that their organisations were too slow, too siloed, too bogged down in complicated matrix structures, too bureaucratic. What many leaders feared,...

Organisation Design: Restructuring or Reshuffling to enable Strategy

Customer expectations are not just changing; they are exceeding the ability of a business to deliver on time. They are looking for alternatives, with more emphasis on experience and convenience. To keep up, companies are evolving their offering to meet the...

How to fill the gap between Strategy and Execution

Organisations are great at setting their strategy and identifying their goals, but they fall short when it comes to their operating model review and redesign, the key component that enables the strategy and drives the achievement of goals. Operating models consist of...

Culture PART 2: The role of leaders in a culture shift

In the previous article in this series we examined the effect of COVID-19 on an organisation’s culture. Now, we turn the focus onto the role of leadership and technology in leveraging culture. When an organisation decides to change its culture – be it planned or...

Culture PART 1: Did COVID-19 signal the end for hierarchical organisations?

According to the Organisation for Economic Co-operation and Development, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods,...

Meet MAC’s Executives: Karina Jardim, Senior Executive

“Exceptionally talented consultant” “An absolute pleasure to work with” “Driven by a desire to see people grow” If you know Karina Jardim, you know that these phrases used to describe Karina ring undoubtedly true. She is a name that is valued to every MACer, whether...

Thriving in the Age of Digital Adoption: Embracing the Workforce Ecosystem (part 2)

In the first part of this series, we looked at how the fears of technological innovation are resulting in an unproductive resistance toward modernisation, even as it gains extraordinary pace in 2021. We also delved into the importance of a growth mindset in allowing...

Thriving in the Age of Digital Adoption: Overcoming the Fear of AI (part 1)

“What if artificial intelligence takes over my job? What if I become redundant?” Every one of us has experienced technology encroaching on our lives, more and more so with each year that passes. It appears that technological innovation is a certainty that is only...



Mac Consulting

The True Essence of Agility

THE TRUE ESSENCE OF AGILITY
THE TRUE ESSENCE OF AGILITY

‘Agility’ is a noun that characterises something that is nimble, fast and flexible. Unpacking the ‘agility’ characteristics includes focusing on the most optimised approach and therefore considers all potential options and manages the risks of doing something new, so that the essence of ‘agility’ is not impacted.

Think of an image of a football team. They work as team towards a common team goal, inspecting and adapting their moves according to their opponent’s movements and the nature of the football ground – they inch towards achieving that goal, using retrospection and refining their strategy during the course of the match.

This essence of agility demonstrated by the mentioned football team is much needed for success by organisations and business in today’s VUCCA world, which is characterised by disruption, constant change, more aware customers and social media revolution.

This agility requires the right mindset, behaviors, commitment and focus on the given goal, ability to inspect and adapt quickly and risk-managed experimentation to test innovative thinking for competitive advantage.

It is not that we do not value agile practices, trainings and certifications – rather, we value the right mindset, behaviors, commitment and focus on goals and consider these crucial to tap the potential of using the agile practices and related trainings and certifications more effectively.

It is also key to note that the organisation’s vision, definition of success and anticipated business outcomes are key foundational elements for guiding true agility, of which the aspects are as follows:

  • Commitment and focus to deliver the right BIRTSS value – value, which is benefit driven, investment optimal, risk managed, timely, sustainable and scalable.
  • In an iterative manner so that the value delivery is fit for purpose.
  • In an incremental manner so that slices of right BIRTSS value are delivered early and continuously, enabling feedback loops to validate, enhance or course correct value delivery, ensuring a high focus on customer satisfaction.
  • Leveraging the collective wisdom and innovative potential of your people supported by risk managed experimentation skills.
  • Ensuring a high level of people work satisfaction index and happiness index.

Connect with the MAC-Agile team to tap into the true essence of agility for your organisational success.

You May Also Like…