3/4/2023 0 Comments Power to the people programThere is a logic that the best organizations use to guide the architecture for agile capability building: strategy and the organization’s “North Star” inform the agile operating model (structure, processes, and technology) within which the talent in the organization must be equipped to succeed. Capability building must be clearly linked to an organization’s overall strategic priorities 1ĭidier Bonnet, Andrew McAfee, and George Westerman, “The digital capabilities your company needs,” October 2012, .Ĭapability building to ensure that the right skills and mind-sets are embedded in the right people is not a topic to defer to another day it is an essential element of any successful agile transformation.īased on our experience of numerous agile transformations, we have distilled five principles focused on scaling talent that guide the vision, approach, and infrastructure to deliver distinctive capability building across an organization. In the next five years, we continue to expect demand for agile skills to outstrip supply, and nearly four out of five executives interviewed mentioned skill gaps as a hindrance to driving transformation. In addition, organizations must tackle these challenges in an environment where the war for talent is already fierce. Failure to address them head-on (and early) can stymie progress of the broader agile transformation, limiting the speed of scale-up, causing friction, and dampening employee engagement-precisely what the transformation seeks to avoid in the first place. These questions raise difficult challenges for organizations shifting toward greater agility. ![]() They lack talent that is either equipped with the right set of capabilities (mind-sets, behaviors, and skills) or empowered to make decisions. Many organizations still struggle with developing the people who will power this body and deliver better results. But how does an enterprise move from targeted experimentation to driving agility at scale? How can organizations develop and sustain the capability-building infrastructure to enable their people to drive transformation and achieve their personal growth aspirations? Please email us at: are always pockets of individuals and teams primed for agility in each organization. If you would like information about this content we will be happy to work with you. We strive to provide individuals with disabilities equal access to our website. The people challenge affects everyone from the board room to the shop floor: senior leaders must show up differently to set a compelling vision and inspire change, core agile practitioners must lead teams to deliver innovative products and services meeting evolving customer tastes, and all employees must believe in the shift toward agility and feel vested in new ways of working (exhibit). How can organizations develop and sustain the capability-building infrastructure to enable their people to drive transformation and achieve their personal growth aspirations? Without both capability building and empowerment, the body cannot function. They lack talent that is either equipped with the right set of capabilities (mind-sets, behaviors, and skills) or empowered to make decisions rooted in customer centricity, crossfunctional collaboration, experimentation, and speed. ![]() ![]() Much has been written about agile operating models: the vision, organization structure, tools, methodologies, and rhythms that comprise the agile “body.” However, many organizations still struggle with developing the people who will power this body and deliver better results. ![]() Organizations across sectors from banking to pharmaceuticals, from energy to the public sector, are realizing the immense value that agility can bring: faster, higher-quality decision making, better-quality products, faster delivery, and stronger employee engagement.
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