What The C-Suite Must Do To Make The Whole Firm Agile cover image
Enterprise Coaching

What The C-Suite Must Do To Make The Whole Firm Agile

Measuring global progress towards agility, and the relationship between agile maturity and the level of leadership.

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Steve Denning
Sep 09, 2018 • 6 min read
5.00 (1)
Coaching & Mentoring
Agile Leadership
Agile Adoption
Lean-Agile Mindset
Enterprise Adaptability
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Summary

A very insightful article exploring how C-Suite got into business agility and how Agile progress and Agility are correlated with other factors analytically like leadership. It also delves into why big firms are making slower progress towards agility. It details that organizational Agility can be defined as the ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities.

Takeaways

  • McKinsey and Company define “organizational agility” as the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment.
  • Organizational Agility can be defined as the ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities. Thus, it necessitates the active involvement of the C-suite.
  • When Agile software development began morphing into business agility and organizational agility, C-Suite had to be introduced to manage it.

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