Agility is on everyone's lips. There is hardly a company that has not yet launched an agility offensive or “New Work” initiative. The reasons are obvious: A rising pressure to develop innovations within short timeframes, dynamic markets and the resulting uncertainty are pushing the classic organizational and management principles of companies to their limits.
In the complex world of rapid changes and increasing insecurity – in the so-called VUCA world (volatility, uncertainty, complexity, ambiguity) – it is necessary to create and develop organizations that can react quickly to new developments and actively shape them in order to gain competitive advantages.
Regulatory framework for the design of agile organizations
On the basis of an agility audit, options for implementation of relevant agile project management methodologies were determined and implemented for a future roll out. Supporting trainings and change management activities were the prerequisite for a sustainable introduction of agile values and principles. As a result, the focus on the key development priorities, the lead time to market launch and the development effectiveness were significantly improved.
The establishment of an agile organization requires a number of adaptions in the organizational framework. The essential elements can be described on the basis of agile values, principles and methods (see figure). Three fields of action are distinguished: