It can be a real challenge for a large organization to manage its IT operations when it does not have the right fusion of people, an effective delegation of leadership, the appropriate set of tools and processes in place, and the correct type of environment and resources in place.
Agile is increasingly mentioned as the go-to method for product development, and given the coverage on agile, it appears that there is a consensus that agile is at least viewed in a neutral light, if not favorably. Despite this, there are adamant nay-sayers against agile.
Agile is increasingly widespread in usage and mention, making the notion of switching from a more traditional method to agile a plausible one. Those who are considering agile transformation should thoroughly understand the process and what it entails, in order to ensure a smooth transformation and to reap the full benefits.
For those that have no heard the word VUCA, may I first compliment your success being able to dodge this highly, and in sometimes overused term. If you don’t know it already it stands for:
Well I’m going to attempt to overuse it here… However! I do this for no other reason but to show you there is something you can do about it.
In essence all businesses live in this VUCA world. VUCA is serious. It’s like a prickly painful affliction that very few businesses are able to avoid. The VUCA world we live in is a real pain point. Its hurting businesses. Even killing them! I like to look at it like a storm. An innovation storm to be more accurate. The ability for businesses to startup, market themselves and prototype (and even deliver) products to the market is breathtakingly fast. There has been a democratisation of the business world, where many activities that were only afforded to medium or large sized businesses, now are readily available to exploit with deadly consequences to those that sit on their laurels. It’s only those that are able to embrace VUCA, that are able to move beyond keeping their head above water.
So let’s embrace it!
Brave new world of Business Agility
This brave new world of VUCA needs new ways of thinking. New perspectives. New ways of being as an organisation, and leader within them. For me this all falls under the title of Business Agility. An approach that takes the rigid structures that many businesses have developed and freeing them up to create a company wide shift to deal with the ever changing world. From the success of Agile at the team level to the operational agility across the business domains and Enterprise level as a whole.
There are a number of approaches starting to appear on the market that address this. A particularly intriguing one is Enterprise Business Agility Model (EBA). It consists of 7 pillars of transformation. Each addressing different key concepts that bring about Business Agility and therefore resilience in a VUCA world. The ability to adapt to fast and relentless change by addressing each of these pillars on a transformation journey, puts organisations on a competitive edge.
If you would like to know more, please contact us here at Sntio ([email protected]). We’d be happy to provide support and advice on your next steps. Or attend our 2 day training event in the Hague (19th-20th November 2019), where we bring our attendees up to speed on Enterprise Business Agility Model and achieve the following certifications:
- Enterprise Business Agility Strategist (EBAS)
- ICAgile Certified Professional – Business Agility Foundations (ICP-BAF).
You will come away with the approaches that you and your organisation can take on to live and thrive in a VUCA world.
Note: I’ve managed to use the VUCA word several times in this article. I personal record. Overuse goal achieved!
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A company’s ability to deal with change and adapt accordingly to changing conditions will improve its competitiveness in the marketplace. Companies that struggle with slow feedback loops will find themselves caught up in trying to solve problems that have already changed or are not relevant anymore.
The agile method is increasingly referenced. Be it in software development or product management, contributing to the appearance that the waterfall is a dying method. It is beneficial to remember, however, that the two methodologies differ in their organization, approaches to projects, and levels of flexibility.