Why agility matters
Author: Nicky J. Davies |
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Categories: Business Fast Track
We've learned a lot about agility in the last 12 months or so, and it's something we need to be taking into the future as well. No matter what size organisation we're part of, the ability to move quickly and take on different roles is incredibly important.
When you consider any organisation – whether it's a huge, global corporate organisation or a very small organisation with just a few people in it – it's all about looking at the organisation as a whole and being able to support changing needs, and to be flexible and adaptable to the current situation.
Those organisations that thrive, not just survive, in times of crisis and last a long time are those that are able to be adaptable and flexible. In other words, they're agile.
Yet, according to recent research into the importance of workforce agility, only 39% of organisations around the world view their current workforce as agile.
So what specifically do we mean by the term agility?
Agility is really our ability to:
- be adaptable and flexible
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- widen our capabilities, so we are able to do many different things
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- switch from taking on one particular task, to doing something completely new – or helping others to do the same.
I expect that the business model that you currently have has probably changed and adapted over the years to be where it is now. And your strategies have probably evolved too.
When I think about where I started with my business in 2004, it was very much around facilitating big change processes: transformational change across organisations. My business model was very much about me; I had some support functions that were outsourced, but it was very much about me delivering. And that's not where I am right now. My business is now focused much more on leadership development within organisations and I have a team of people delivering these services with me now, as well as having services that are outsourced.
And, of course, like so many businesses, everything that we're delivering right now is virtual rather than at in-person events thanks to lockdowns in various countries at different times.
During the lockdowns we have seen organisations really step up in terms of agility. And some of those services that are used to very traditional ways of working, and don't tend to have a dynamic changing environment (such as banking, for example) have seen big shifts in terms of where their customers’ needs are at the current moment.
For example, there have been big shifts from servicing loans to health insurance and other forms of insurance during the pandemic. Employees that were working in one particular area of the bank, such as servicing loans, have been brought into the insurance space and have started to design a automated systems around that. And in that way, banks have been very adaptable, flexible and agile in responding to changing and current needs.
Think about all the pubs, cafes and restaurants that have only been able to serve people with takeaway. They've adapted and been flexible, taking what would normally be an in situ service and provided a takeaway service. They’ve set themselves up so that customers can order online. I know of some restaurants that have even put boxes of ingredients or ‘deconstructed’ dishes together, so that customers can cook their meal at home.
We are amazing human beings. When faced with a challenge this is the time when the most opportunities for adaptation and change are available to us. And it's our organisational and workforce agility that really helps in being able to make that switch. It’s being able to respond and move quickly, to speed up the decision making process that means we thrive and not just survive a challenge.
So how do you make the most agile moves?
Using data - When quick decisions are called for, we need to be making them based on data – real hard facts – rather than opinions.
Trusting our intuition - While it’s important that decisions are made based on data, listen to your intuition too. So often our decisions are based on biased perceptions, whether we are using factual data or not, but it is our intuition that calls to us to notice the opposite, the missing piece. Listen to that intuitive voice as it will help us transcend judgements and make more rounded decisions.
Attitude and culture - This is what is popularly known as ‘mindset’, but I'm going to call it ‘attitude’ instead, because our minds don't ‘set’ in a particular direction. In fact, this is about flexibility and openness to change and development. The right attitude and culture are key to agility.
Processes and workflows - We can be most agile when we have robust processes and workflows in place to support rapid change.
Tools and technology - Having access to the right tools and technology is crucial to help companies and teams adapt their services and how they’re delivered.
Skills and ability - And its important that teams have the right combination of skills and abilities to be able to adapt, think fast, make quick but wise decisions and support each other through times of change.
When it comes to individual agility within an organisation, we must recognise that everybody who works within an organisation has a psychological contract with that organisation (or, if you like, with the people in authority), and that psychological contract is one of fair exchange.
We all have an internal barometre if you like, that measures and keeps checks and balances in place to ensure fair exchange. We are all too aware of when we don't experience fair exchange, and will hold back if we feel we are being unfairly treated or out of exchange, or may even be overly altruistic where we feel someone has given us more than our fair share.
It's the same with employees in organisations. Part of that psychological contract is about the organisation providing a breadth of experience to build capabilities and expand the reach of the employee within the workplace. And those capabilities are really about increasing opportunities for employees to step up, feel challenged, have a go at something new, and see whether it's something that they can excel at.
In order to thrive as organisations and businesses, we need to embrace agility. At the end of the day, an employee who feels both supported and challenged to learn, grow, expand and step up is an employee poised for agility – a team member who will be able to be flexible, adapt quickly and help their organisation to thrive in changing and challenging times.