"Business agility reframes how organizations respond, adapt, and deliver value as change accelerates. Putting adaptability into practice requires an in-depth problem analysis. Bryan Stallings, Chief Evangelist at Lucid Software, emphasizes moving beyond output to focus on outcomes. At its core, Stallings says business agility is an organization's ability to sense and respond to change by continuously delivering value through experimentation and adaptation, rather than relying on fixed plans or static models."
"To be agile in this way, organisations must first understand where work breaks down, whether that's unclear ownership, misaligned priorities, or fragmented information. Many of these issues are, as Stallings points out, systemically invisible, hidden within the handoffs and silos of traditional workflows. This lack of visibility can be attributed to a mismatch between the complexity of modern knowledge work and the outdated ways organizations attempt to measure it. Managers are still stuck in "deterministic models that assume work is predictable," according to Stallings."
Outdated organizational structures that prioritize control hinder innovation and customer outcomes by slowing response to change. Business agility emphasizes sensing and responding to change through continuous value delivery via experimentation and adaptation rather than fixed plans. Achieving agility requires in-depth problem analysis and shifting focus from outputs to outcomes. Common breakdowns include unclear ownership, misaligned priorities, and fragmented information, often hidden in handoffs and silos. Measurement systems lag behind the complexity of modern knowledge work, leaving managers relying on deterministic models. Visibility into strategic risk, operational friction, and cultural strain enables targeted improvement; tools like Agility Accelerator surface insights across these areas.
Read at Techzine Global
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