Business Agility

Enterprise Adaptability

Responding quickly to new challenges and changing market conditions.
154 Cohorts
4 Active this week
52 Resources
Individually selected
Flexible Schedule
Invest 20 minutes a day
2 Credentials
Accredited by ICAgile
This learning track covers how to design organizations and strategies that are able to respond and adapt quickly to changing economic, technological, and market conditions. It focuses on how to optimize the entire organization through increased alignment to the flow of work and the decentralization of decision-making. Since there is no one right approach, framework, technique or method to create a perfect adaptable organization, these should be chosen, blended and tweaked to encourage agility in sense-making, learning, and experimentation. As organizations find themselves requiring a higher frequency and level of adaptability in strategic planning than what has traditionally been the case, continuous improvement mechanisms and methods to measure what matters should be established early. This learning track explores all the options available.

Target Audience

Primary Audience: Anyone in a position to make or influence decisions around organizational design, particularly in organizations embarking on a journey to become more adaptive.

Relevant Roles: Senior Leadership, Senior HR Professionals, Department Heads, Directors, or Organizational Design Consultants.

Domains in this track

Continuous Improvement

An ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.

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Organizational Change Management

Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. Drivers of change may include the ongoing evolution of technology, internal reviews of processes, crisis response, customer demand changes, competitive pressure, acquisitions and mergers, and organizational restructuring. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. Organizational change management (OCM) considers the full organization and what needs to change, while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.

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Organizational Structure

Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions. Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.

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Risk Management

Risk management is a discipline for dealing with uncertainty. At its most basic level, that may involve simply imagining what events could unfold in our organizations and making the slightest change in behavior to prepare for that possibility.

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Business Intelligence

BI technologies provide historical, current, and predictive views of business operations. Common functions of business intelligence technologies include reporting, online analytical processing, analytics, dashboard development, data mining, process mining, complex event processing, business performance management, benchmarking, text mining, predictive analytics, and prescriptive analytics. BI technologies can handle large amounts of structured and sometimes unstructured data to help identify, develop, and otherwise create new strategic business opportunities. They aim to allow for the easy interpretation of these big data. Identifying new opportunities and implementing an effective strategy based on insights can provide businesses with a competitive market advantage and long-term stability.

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Portfolio Management

Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honoring constraints imposed by customers, strategic objectives, or external real-world factors.

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