The modern economic world is constantly changing and is facing increasing uncertainties and risks. Digitisation is a key factor, which can be characterised by the VUCA model, a composition of “volatility”, “uncertainty”, “complexity” and “ambiguity”. As a result, companies need more flexibility and prompt action. In order to be successful in the market, it must be able to deal promptly with changing requirements and not yet known goals.
But what does “agility” actually mean in the context of the economy? It stands for companies that act flexibly and flexibly, use lean processes and are both fast and adaptable. A company must take agile action to the top of management so that hierarchical structures can be broken up and the understanding of leadership changed – a core idea of agile transition. Short decision paths and a change of job description are also indispensable. The main tasks of an agile executive are the search for patterns to reduce complexity, the determination of suitable framework conditions and the activity as a driving force in networks.
An agile organisation is characterised by various characteristics and working methods which differ significantly from those of classic organisations. In essence, it is a matter of convincingly living the following corporate values:
- Self-organisation before instruction
All employees in the team – including the team leader – are placed on the same level. In this context, the team leader’s task is to provide the team with explicit support, but not to lead and delegate the work. Everyone does this in consultation with the other members of the team.
- Active communication in the team
All team members communicate intensively with each other, and every morning there is a short discussion about the daily division of work. The progress of the work is discussed at close intervals and enables each team member to contribute his or her own ideas and suggestions.
- Use the personal strengths of the team members
The members of a project team are reassembled each time. Everyone who becomes a member of a team has their own knowledge, strengths and experience, which they bring to the team. In this way, the entire team can benefit from the advantages of the individual and achieve a better result.
The most important prerequisite for agility to work within a company is that competitiveness, controls and policy tools are put in the background. Instead, the company itself should be an advocate of agile action, allow a free culture of discussion and promote transparency.