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Organizational agility in general - Agilité organisationnelle en général

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Bureaucracy Can Drain Your Company’s Energy. Agile Can Restore It. BCG The Playful Corporation Apr 2018 tcm9 190718. How to perform like a start-up. Taking the measure of innovation with conversion metrics. The path to agility: a staged approach. March 30, 2018 – by Wouter Aghina, Karin Ahlbäck and Allan Jaenicke Peter Drucker pinpointed five essential questions to ask about any organization.

The path to agility: a staged approach

He recognized that the answers provide a stepping stone for probing deeper to truly understand an organization. The importance of questioning holds true on the journey to become Agile, which involves four distinct stages: agile foundations, experimentation, scale-up and continuous evolution. McKinsey’s work with dozens of organizations making that journey has identified several key questions to be answered in the first three stages to promote the five trademarks of such nimble organizations. Defining True Sustainability. Most companies have not yet come to terms with what it means to be truly sustainable.

Defining True Sustainability

The signs are clear: Sustainability is a key corporate priority. Nearly 9,700 companies have committed to the United Nations Global Compact, more than 90% of the world’s largest companies issue sustainability reports, and survey after survey shows businesses want to play a leading role in advancing sustainability. However, most companies have not yet come to terms with what it means to be truly sustainable or the systemic change this requires. It is well-established, for example, that sustainable companies must prioritize material issues, explore business model innovation, and engage stakeholders.

How to mess up your agile transformation in seven easy (mis)steps. Why competitors will have to cooperate for the factory of the future - Digital transformation at DMG MORI ᐅ Interview with Christian Thönes. Lessons From the Maker Movement. Businesses can innovate and thrive by nurturing a “creator” mindset.

Lessons From the Maker Movement

MIT SMR Frontiers. The 2% Company. One reason for an inward shift could be complexity.

The 2% Company

Successful companies have a tendency to gradually become inward facing because organizational complexity has increased. Manifesto — Everyone and everything is connected.

Manifesto —

The world has become one giant network where instantly accessible and shareable information rewrites the future as quickly as it can be understood. Fueled by relentless technological innovation, this accelerating connectivity has created an ever increasing rate of change. As a result, the future is becoming increasingly difficult to predict. Meanwhile, most organizations still rely on a way of working designed over 100 years ago for the challenges and opportunities of the industrial age. The inner war of the revolutionary - Ron A. Carucci. The Flare and Focus of Successful Futurists. The Case Against Agility. Leadership has always required the willingness to move in directions that peers avoid.

The Case Against Agility

Great leaders have the ability to convince, or induce, others to follow. Apple Inc. cofounder Steve Jobs, for instance, stared down the derision of analysts and peers when he first opened Apple retail stores. Those outlets attracted millions of consumers who were new to the brand and have achieved the highest retail sales rates ($5,546 per square foot in 2016) of any retail brand.

Microsoft and Sony followed Apple’s lead with brand-specific technology retail stores. Organizational Agility: Thriving in a State of Constant Change. How Vital Companies Think, Act, and Thrive. To become a more vital organization, company leaders must follow three steps.

How Vital Companies Think, Act, and Thrive

Building the critical foundation of an agile organization. Scaling up organizational agility. – by Aaron De Smet Once you have succeeded with several pilot projects for becoming agile and have a strong foundation in place it’s time to scale agility across the enterprise.

Scaling up organizational agility

And if you obtain a fraction of the value that the most successful pilots have delivered, your organization will be champing at the bit to go big. The final set of six agile practices (see 18 agile practices here) – the most advanced practices that build on the foundational and agile experimentation practices – will deliver big benefits across the enterprise. These are: standardized ways of working open physical and virtual environment active partnerships and ecosystem cohesive community role mobility technology, systems and tools.

Enterprise Agility 2017 - Raconteur. Focusing on What 90% of Businesses Do Now Is a Big Mistake. Andrew Winston is founder of Winston Eco-Strategies and an adviser to leading companies on how they can navigate and profit from solving humanity’s biggest challenges.

Focusing on What 90% of Businesses Do Now Is a Big Mistake

His most recent book is The Big Pivot: Radically Practical Strategies for a Hotter, Scarcer, and More Open World, published by Harvard Business Review Press in 2014. He tweets @andrewwinston. Six Reasons Why Companies Should Start Sharing Their Long-Term Thinking With Investors. Why Agility Trumps Efficiency. De l’écosystème à l’écho-système. Jean-Jacques Stréliski – Professeur associé, Département de marketing, membre des pôles Mosaic et Médias de HEC Montréal et animateur à l’École des dirigeants HEC Montréal La présence quotidienne des marques dans notre environnement et l’avènement du web 2.0 ont radicalement changé et changeront à jamais la relation que les entreprises et les marques entretiennent avec les consommateurs.

De l’écosystème à l’écho-système

De nouveaux usages sont nés et, avec eux, de nouvelles pratiques managériales ont vu le jour. Elles font la différence entre les bons et les moins bons «marketeurs». Tout est affaire d’observation et d’actualisation à l’égard de ces nouveaux usages. Cela demande d’acquérir des aptitudes et d’adopter des postures qui ne sont pas sans rappeler les pratiques professionnelles en cours dans les médias traditionnels. Les marchés ne sont plus des terrains de chasse, comme nous les avons traditionnellement considérés. Au vu et au su de tous Chaque fait, chaque geste de l’entreprise est sous la loupe des médias. The eight building blocks to organisational agility. Agility - The Top Priority of The World’s Most Admired Companies - Korn Ferry Focus.

32 DRIVERS OF ORGANIZATIONAL CHANGE. Agile organizations ᐅ Interview with Sebastian Olbert from goetzpartners. Organizational Agility: Winning in Today’s Complex Environment. The four keys you need to achieve strategic agility. How Complicated is your Company? Competing through organizational agility. Digital trends and observations from Davos 2018. 20 Companies That Are *Really* Changing the World. Bill Gates is planning to strip CO2 from the air and turn it into clean fuel.

Could the future of clean energy be to turn air into petrol? The Case Against Agility. World Economic Forum 2018 - Why Is Our World Fractured? The Business of Business Is No Longer Just Business. The Future of the Corporation: Rethinking the Role of Business in Society. The five trademarks of agile organizations. This article was written collaboratively by the McKinsey Agile Tribe, a group of over 50 global colleagues bringing expertise from the digital, operations, marketing, and organization disciplines.

Beyond Agile: Why Agile Hasn’t Fixed Your Problems. The Fourth Industrial Revolution, by Klaus Schwab. Ubiquitous, mobile supercomputing. Enterprise Agility 2017.