Business Agility
A digital transformation succeeds when you start working like a digital enterprise. In practice, this means introducing agility at all levels of your organisation.
- How do you become agile?
- Where do you start?
- Who should be involved?
Business agility is your key to becoming a digital enterprise. Let’s work together to empower your team to become more resilient and drive efficiency and effectiveness.
Why does my entire organisation need to be agile?
The digital era has given rise to a new type of company: the digital enterprise.
Players like Spotify and Netflix were digital enterprises from the beginning, while some of our clients, like Portbase and Lely, achieved this through successful digital transformations.
You can recognise digital enterprises by their way of working, which is significantly faster and more efficient than the average organisation.
As a result, they respond directly to external changes and launch new services faster.
In short, they’re agile.
30%
Improve customer experience
Business agility can improve customer experience by up to 30%.
29%
Increase employee engagement
Organisations that have embraced the principles of business agility can increase employee engagement by up to 29%.
47%
Performance improvement
For many organisations, implementing business agility results in a performance improvement of 47%.
28%
Boost financial performance
A successful implementation of business agility can boost financial performance by 28%.
Steering based on changing market demands from a strategic perspective
Business agility starts with portfolio management.
You’ll need to reevaluate traditional approaches to portfolio management and rebuild them based on Agile and Lean principles.
This way, you create a new way of portfolio management that is suitable for the impact of digitisation.
As a result, you can adjust your organisation in short cycles and meet the constantly changing demand. Additionally, you can deliver innovative solutions more quickly.
Putting customer value at the centre and organising around it
Each product or service has a “value stream” or operational value stream.
This is the series of steps that an organisation undertakes to deliver that specific product or service to the customer.
Identifying, visualising, and optimising value streams is the primary way a digital enterprise shortens time-to-market while enhancing the timeliness, quality, and value of products and services.
This makes understanding value streams the key to achieving true business agility.
Developing a leadership culture that aligns with a digital enterprise
In achieving business agility, management and leadership play a crucial role.
They inspire, motivate, and coach individuals and teams to achieve better results using Lean and Agile principles.
To set a good example, they must actively guide changes and participate in projects necessary to improve the organisation.
This way, they lead the way to better outcomes and increased flexibility.
Simply having knowledge is not enough; active involvement is essential.
Embracing continuous learning and development
Organisations that continue to develop distinguish themselves from those that adhere solely to Frederick Taylor’s scientific management methods.
Taylor’s model restricts learning to the top of the organisation while the rest of the organisation simply follows established policies and processes.
Transforming into a learning organisation is not a futile exercise but a response to the thinking that caused many former market leaders to falter.
Learning fosters innovation, promotes information exchange, improves problem-solving, enhances the sense of community, and uncovers greater efficiency.
Success Stories
We work with organisations that want to move forward
From government to healthcare, we have helped transform over 1000 organisations.
Port Logistics Powerhouse ‘Portbase’ Takes to the Cloud
What we often see is that organisations try to become digital enterprises without adjusting their way of working.
For example, they might initiate a cloud migration but focus mainly on technology, while people and processes are just as important. Additionally, they underestimate the impact of cultural change, which requires an entirely new kind of leadership. Furthermore, organisations often try to change too much at once, while digital enterprises achieve small successes through short sprints.
The consequences of this approach are that the transformation program becomes too crowded, resistance becomes too significant, and decision-making becomes too slow.
As a result, organisations often get stuck midway through a digital transformation, leading to the following symptoms:
"We have too many dependencies on other teams and departments."
"We are doing too many things at once, and the priorities are unclear."
"We lack a standardised way of working."
"We are not aligned with the business and are too focused on our own domain (IT)."
"The lead time of work is too long, and too many mistakes are made."
"There is a lot of backlog in our IT maintenance."
"Much time is wasted in coordinating with external vendors."
"We aren't practicing what we preach."
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