Over the past 12 months there have been a number of bold, public and notable announcements and changes (ANZ, Bankwest, Telstra to name a few) to Australian organisations looking to think, work and organise themselves differently.
However transformation or change, of any kind, is hard. Especially when this change is so fundamental to the core of how organisations, and the people within them, operate.
A look at the current state of disruption and drivers for organisational change
94% of business leaders think that ‘agility and collaboration’ is critical to their organisation’s success. Whether that be in an attempt to be more purpose driven, more focussed on customer needs, creating greater alignment and transparency around priorities, or reinvigorating and creating a great workplace for their employees.
Companies will have either seen the benefits of agility and collaboration in their own organisation and want to replicate this at scale, or have observed what their competitors are (or are not) doing and deciding to act.
However, only 6% say that they are ‘highly agile’ today.
A need to change will stem from either an ambition to constantly change and innovate – however, this is often culturally deeply embedded as a part of the organisational fabric. Organisations like Zappos, Netflix, Amazon do this naturally.
Or from a more traditional burning platform, where the result of not changing may result in more dire consequences for the organisation. This is particularly prevalent in industries or organisations adversely impacted by disruption or changing external environmental and market forces. This is evident with the digital impact on telecommunications, the royal commission into banking, and the rising cost pressures on utilities providers.
In an effort to become more agile and adaptable, are these organisations focussing on what really matters?
The goal should not be ‘to do or become agile’. It should be about delivering a better outcome for their customers.
Here are five suggestions to think about, before considering adoption or launching any kind of transformative agile change.
These steps support establishing a focus on delivering a better customer outcome aligned to clear goals and priorities, supporting leaders in how and if they need to change, creating conscious decisions about how to change, and then creating the principles-first environment that gives people the freedom to thrive.