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Traits of Agile Organizations

Customer-centricity: Focused on its customer's needs with customized offerings rather than standardized.

Dynamic team model: Focuses on open communication styles that promotes collaboration, gives power to the teams, ignites passion and allows smooth flow of information unlike Structural Hierarchy model

Continuous learnings & rapid decision cycles: Radically rethink the working model which results in moving away from “waterfall” and “stage gate” project-management approaches.

Seamless integration of next-gen technology: Radical rethinking of the organizational structure follows rethinking of the technologies underlying. The idea behind introducing & implementing new technologies rather than simplifying the existing ones, is to redefine the way of working together and managing projects. It can also save a lot of time.

  • Built around a static, siloed, structural hierarchy
  • Governance bodies at the apex, hence, decision rights flow down the hierarchy
  • Hard to achieve co-dependent process efficiency because of the less touchpoints

Traditional Organization

Agile Organization

  • Network of teams operating in rapid learning and decision-making cycles
  • By instilling common purpose and using new data, it gives decision rights to the teams closest to the information
  • Velocity and adaptability with stability and efficiency because of open communications

Transforming to an agile operating model

While some organizations are born agile like Spotify and Amazon, the others can adopt it with 3 agile methods: All-in, which involves a series of waves of agile transformation through organization-wide commitment; Step-wise, a rather systematic and more discreet approach; and Emergent, also known as a bottom-up approach.

The Agile model, though seems very successful, it is equally difficult to get into it, especially for established companies.

The best way to introduce Agile to your organization is through an Agile Pilot. It is to determine and demonstrate the value of an agile model through tangible business outcomes. Though early experiments may be limited to individual teams, it must involve multiple teams in later stages to test the broader elements of enterprise agility.

No matter what approach you follow, any enterprise-wide agile transformation needs to be both comprehensive as it should touch people, structure, process, technology, and strategy and iterative as not everything can be planned upfront

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