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In October 2017, McKinsey released its Global Survey with which they chose to focus on organizational agility.
Transforming companies to achieve organizational agility is in its early days but already yielding positive returns. Still, according to the survey, organizational agility - the ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities - is elusive for most.
On the other hand, results also indicate that organizational agility is catching fire. For many respondents, agility ranks as a high strategic priority in their performance units. Moreover, companies are transforming activities in several parts of the organization - from innovation and customer experience to operations and strategy - to become more agile.
Based on the survey, the biggest challenges during agile transformations are cultural—in particular, the misalignment between agile ways of working and the daily requirements of people’s jobs, a lack of collaboration across levels and units, and employee resistance to changes.
An important first step in deciding whether to start an agile transformation is clearly articulating what benefits are expected and how to measure the transformation’s impact. This vision of the new organization must be collectively held and supported by the top leadership.
We talked with Andrej Zrimsek and Omar Dalgamuni from NiceLabel, where they adopted agile methodologies over 12 years ago. At Agile Slovenia, they will share their experience through the years of growth that lead them to ISO 9000 and how they managed to align it well with their agile processes.
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