However large, traditional organisations are struggling to keep pace. They have typically built-up significant internal complexity over a number of decades, which is slowing or preventing them from change.
Examples of this complexity are:
To keep up with the constant change required, it’s a challenging juggling act to quickly reconfigure strategy, up-skill or hire new people, update process, protect existing business, and create new propositions, all on an ongoing basis.
There are some local, recent examples of traditional organisations, such as ANZ 1 and Bankwest 2, looking for new ways to design their internal ecosystem. These organisations have used Spotify as a source of inspiration.
We believe that having a tailored operating model, with a foundation built on empowering network based, sticky, multi-disciplinary teams is paramount.
Also ensuring that these teams have the right skills and capabilities with the required supporting infrastructure to enable creativity and productivity to be unleashed is essential for success.
Our previous blogs have looked at our definition of Enterprise Agility and why it is a business imperative, as well as, how you can start your journey . In our third edition of our Enterprise Agility series, we will discuss our key agile operating model design principles.
What are three principles to designing a ‘lean, customer-centric, winning’ machine?
Your enterprise agility journey doesn’t necessarily need to begin with a re-designed operating model or new organisation structure.
However three design principles that you need to consider in your operating model are shifting the focus of teams towards the customer, aligning to an organisational cadence, and removing layers of bureaucracy and focusing on operating lean.
Without these, large organisations will continue to face challenges in keeping up with the pace of change and leap frogging their competitors.