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  • Organizational Agility

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    Gamal Arafa
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    The document discusses organizational agility and how it allows companies to adapt quickly to changes in fast-paced globalized markets. It defines organizational agility as a company's ability to rapidly change in response to market shifts. Having agility helps firms react to new competitors, technologies, and changing conditions. The document also identifies dimensions of agility like strategic sensitivity, resource fluidity, and collective commitment. It outlines drivers of agility including emotional, organizational, cognitive, and relational factors. Finally, it notes that companies often fail because they stick too long with outdated strategies rather than adapting to changes.

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    fast changes in today's business requires new approachs in how to lead and respond to these shanges

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    The document discusses organizational agility and how it allows companies to adapt quickly to changes in fast-paced globalized markets. It defines organizational agility as a company's ability to rapidly change in response to market shifts. Having agility helps firms react to new competitors, technologies, and changing conditions. The document also identifies dimensions of agility like strategic sensitivity, resource fluidity, and collective commitment. It outlines drivers of agility including emotional, organizational, cognitive, and relational factors. Finally, it notes that companies often fail because they stick too long with outdated strategies rather than adapting to changes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    152 views9 pages

    Organizational Agility

    Uploaded by

    Gamal Arafa
    The document discusses organizational agility and how it allows companies to adapt quickly to changes in fast-paced globalized markets. It defines organizational agility as a company's ability to rapidly change in response to market shifts. Having agility helps firms react to new competitors, technologies, and changing conditions. The document also identifies dimensions of agility like strategic sensitivity, resource fluidity, and collective commitment. It outlines drivers of agility including emotional, organizational, cognitive, and relational factors. Finally, it notes that companies often fail because they stick too long with outdated strategies rather than adapting to changes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    Organizational Agility

    How businesses can survive and thrive in fast changing markets Gamal Ahmed Arafa

    The World changes rapidly

    Normal Industries
    Business adapt slowly

    Globalized Industries
    Business changes rapidly

    Change takes place infrequently


    The competitive game shifts periodically strategic planning may be sufficient

    New models every day


    Fast & efficient R&D Innovation

    Change process is highly complex and systematic


    Organizational Agility is required

    Organizational Agility

    Definition The capability of a company to rapidly change or adapt in response to changes in the market.

    A high degree of organizational agility can help a company to react successfully to the
    emergence of new competitors, the development of new industry-changing

    technologies, or sudden shifts in overall market conditions.

    Organizational Agility

    Organizational Agility is an on-going capability for real time strategic sensitivity, quick

    collective commitments, and fast and strong resource deployment.

    Organizational Agility
    Fast Entrepreneurial companies Strategically Agile companies

    Speed of change

    Operational driven companies Slow simple/ linear Nature of change

    Companies driven by strategic planning

    Complex / systematic

    Dimensions of Organizational Agility


    Strategic Sensitivity

    Open Strategy Process


    Heightened Strategic Alertness High Quality Internal Dialogue

    Resource Fluidity

    Interdependent structures and distributed roles Cabinet responsibility Shared values

    Resource usage dissociated from ownership


    Transparency and fairness in people rotation Plug and play architectures Top team interdependency

    Collective Commitment

    Drivers of Organizational Agility


    Emotional Drivers:
    Source of energy and apathy Pride of building a good brand and becoming a leader Leading by example Affiliation and belonging

    Organizational Drivers: Re-integrating the organization, creating interdependent processes, common rewards, integrated value creation capabilities Activities

    Capabilities

    Strategic Agility

    Cognitive Drivers: Developing and sharing new broader perspectives engaging in higher quality dialogues

    Relational Drivers: Re-uniting the top team, fostering an open and honest dialogue around key collective decisions, and sticking with them.

    Most companies die not because they do the wrong things, but because they keep doing what used to be

    the right things for too long

    Thank You
    Based on study by Doz and Kosonen

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