q The missing key: how agile culture unlocks successful transformation - Business Reporter

The missing key: how agile culture unlocks successful transformation

Digital technology, including AI, automation, big data analytics and faster communication, is causing rapid change to the world we live in. Con­sumers want customised products, a seamless experience across all touchpoints, and instant access to information. As a result, organisa­tions are finding that they need to reinvent themselves to keep up with these new de­mands made by both their customers and their employees.

As a result digital technology can also bring major disruption to established markets and organisations. New products and ser­vices, powered by new business models and agile development processes, emerge regu­larly and rapidly. And driven by technology, consumer expectations are constantly changing.

The competitive nature of commerce has intensified. To keep ahead of the game, businesses need to transform themselves. However, transformation is never easy. And technology, while essential, is never a complete solution. As John Edmonds, PPM portfolio development manager at AXELOS Global Best Practice, says: “For successful transformation to occur, organisations need to address the human factors that run alongside technology, ensuring that organi­sational culture promotes change and that the end user’s experience of using technology enables them to work effectively and without frustrations.” All too often though, these human factors are ignored.


An essential part of any organisation is the communication between people. Many organisations are hierarchical in how they communicate to staff. Information goes from the top down or from the bottom up. But it rarely goes sideways, from department to department, or team to team.

This means valuable insights about what is working well within an organisation is lost. As a result, working practices stagnate. And when a sudden change to day-to-day routines is forced on employees, without justification, they are unreceptive. The ability of managers to locate and share knowledge to support change is crucial.

Agile working practices

Companies that disrupt industries such as Amazon, Airbnb, Uber, Innocent Drinks or Netflix, are highly agile. They have seen how an emerging technology has created an opportunity in a market sector and have used that technology to create a point of difference. Larger, older, slower companies find that point of difference hard to chal­lenge, especially when it involves a totally new way of doing business.

Agility is a critical element of commercial success. Many companies have some experi­ence of agile working, but this knowledge is often locked away in isolated teams or depart­ments who have used a specific agile delivery approach. Taking the knowledge of good practice around agility and sharing it across an organisation is essential.

Transformation through people

Communication, agility, and the recognition that transformation only happens through people: these are the building blocks of a successful organisation. That’s why companies that focus too heavily on technology are likely to fail to transform themselves.

“It’s people who have to work with technol­ogy and implement it,” John Edmonds of AXELOS points out. “It’s people who have to seek out information, such as the best way of bringing a product to market or the best way of automating a factory. It’s people who have to use the technology they are given at work.”

That’s where products such as AgileSHIFT from AXELOS show their strengths. AXELOS, a global joint venture company between the Cabinet Office and Capita, was created in 2013 to further develop and manage bodies of best-practice knowledge, the more well-known ones being ITIL®, MSP® and PRINCE2®. Last year, AXELOS created AgileSHIFT to encourage all areas of an organisation to be more agile and to create a culture of enterprise agility.

AgileSHIFT is a guide to help organisations adapt and thrive in this rapidly changing world. It is useful across all functions of an organisa­tion, from finance and HR to operations, sales and marketing. The framework helps organisa­tions transform by addressing human factors and helps ensure everyone in an organisation has a baseline knowledge and skill-set that helps them to work in an agile way.

There are a number of practices that AgileSHIFT suggests be encouraged to foster agile ways of working. These are:

  • Actively and continually engage with all stakeholders, so that everyone develops a sense of being part of a change, not a subject of it.
  • Build collaborative, cross-functional teams in order to create effective channels of communication and break down hier­archical “silos”.
  • Plan to be flexible. At the heart of agility is an adaptable mindset that recognises the need to change plans frequently ac­cording to changing context.
  • Deliver iteratively and incrementally by breaking work down into short bursts with frequent monitoring and feedback. By aiming to deliver something of value as early and as frequently as possible, an organisation becomes far more resistant to being disrupted.
  • Measure the value being delivered. Trans­formation is not an end in itself: companies change in order to deliver better value to their stakeholders. That value needs to be quantifiable to demonstrate the success of the transformation.

Any guidance designed to help organisa­tions embrace change successfully must have a number of attributes:

  • It must guide its users towards a longer term viewpoint of the market, from different perspectives including competitors, regula­tors and customers.
  • It must enable employees to speak the same business language so they can approach problems in the same way. Achieving this will involve the sharing of best practice across departments and business units.
  • It must be pragmatic – useful and easy to use, supporting innovation, giving people not just knowledge but the ability to share and discuss knowledge, and to develop new ideas based on that knowledge.

“Digital disruption is a threat to any or­ganisation, large or small,” Edmonds explains. “And the dangers of not defending against disruptors are major ones: loss of market share, the inability to maintain profit levels, a long-term slide in share price, and ultimately, commercial irrelevance.

“In contrast, organisations that embrace change by ensuring they support strong cultures of innovation, agile working practices and the ability to share and develop knowl­edge will not just survive: they will thrive in an age of rapid change.”

Technology may be an enabler of commercial success, but it’s people who will make visions of digital transformation come true.



© Business Reporter 2021

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