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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...



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Intrinsic Agility – a competitive advantage, especially during COVID-19

COVID-19 has created overnight challenges and requires a high degree of inspection and adaption, with urgency, for continued value delivery to customers and to ensure viability and sustainability of organisational business models.

People competencies are a crucial contributor to organisational competencies. Some of which have become more crucial than before in the current crisis.

I am sure you have seen some team member or colleague who has a go-getter, never-give-up, resilient and winning attitude, who quickly learns from failures and uses them as a stepping stone to success, who tries to seek opportunity in any constraint, who does not hesitate to share knowledge and tips, who comes to work with a focus on making the right difference, and who is a team player and an effective contributor to team success and team spirit.

This attitude, behaviour and way of working is effortless and natural for them. It defines who they are in their personal and professional lives.

What sets them apart from others?

Using the lens of true agility, these people display a high level of internal or intrinsic agility, which is a result of natural inbuilt agility mindset and behaviours. This ensures that they are always focused on delivering the right value to the right recipient at the right time with the right approach, despite any challenges, thereby contributing to the individual and team success. They not only embrace, but survive and thrive in the VUCCA world around them. They may not have been exposed to formal agile practices or have even heard the word ‘agile’, but that does not take their intrinsic agility away from them.

If understood, recognised and nurtured effectively by organisational leaders, intrinsic agility of your people contributes greatly to organisational agility. This enables organisations to embrace, survive and thrive in a VUCCA world and, therefore, has great potential to become a competitive advantage. COVID-19 is one of the biggest VUCCA moments in current times.

A lack of focusing on intrinsic agility of your people results in a lost opportunity, which otherwise could be leveraged for win-win outcomes for the individual, team and organisation. Furthermore, it also poses a risk as, unknowingly, the intrinsic agility of team members may cut into each other, resulting in negative impacts and sub-optimal outcomes.

Successful agile teams demonstrate a high level of agility (mindset and behaviours) amongst their team members – intrinsic or explicitly developed.

Even if a team has not adopted agile practices, it still benefits from the right focus and support for the intrinsic agility of its team members. This is true in the current COVID-19 crisis, as teams may not have time or budget for the adoption of formal agile practices.

Connect with the MAC-agile team to understand how you can tap the intrinsic agility potential of your people to contribute to organisational needs and ensure competitive advantage in the current crisis and beyond.

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