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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 Rico and Jan, Innovation Facilitator Managers at Roche. They are part of the team that is transforming the swiss affiliate into an agile organization. By giving the example of Roche's swiss affiliate agile transformation journey, both can outline how to start a transformation with more than 160 people.
Many organizations are struggling to apply the concepts of Agile because they view Agile as a new way of doing the same old thing. However, in our experience, leading a large-scale Agile Transformation isn’t about simply adopting a new set of attitudes, processes, and behaviors at the team level—it’s about changing your mindset.
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