Business Agilität

Agility Accelerates Business

Article Series: Path to an Agile Organisation

The Intermediating Influence Of Culture On The Performance Of BizDevOps

Organisational Ambidexterity As A Strategic Competitive Advantage Of An Agile Company

Cultural Change Readiness – The Crucial Success Factor In Achieving Business Agility

DevOps – Accelerator Of The Product Organisation

Tabula Rasa: Business Agility

What determines Agility?

Agility is fundamentally a mindset – an internal attitude and way of thinking determined by our core values, norms, and assumptions.

An agile culture emerges when people with the same mindset share a common workspace (e.g., a team, a department, or a division). It is reflected in collective behaviors and what is perceived as “normal”. The behaviors of a group (known as “cultural artifacts”) indicate shared social norms and values, which are shaped by unconscious assumptions.

In daily life, it often becomes apparent that a situation or a specific behavior feels “right” or “wrong”.


How do agile frameworks work?

From a developmental psychology perspective, our core values have evolved over time from the three major developmental stages of upbringing, education, and environment, culminating in a well-established personality.


The core values we develop define who we are. Typically, these core values are difficult to capture because becoming aware of them is an extremely complex and highly reflective process of self-recognition. This is why science also refers to it as the unconscious level. Since they are hard to identify, they can hardly be directly changed.

Therefore, agile frameworks such as SAFe, LeSS, Nexus, or Spotify operate on the conscious level. They initiate new behaviors with the hope that these behaviors will embed a new mindset (new values and norms).


What Problems Does Agility Solve?

Agile methods such as agile budgeting, DevOps, or OKRs can significantly accelerate companies and product organizations by focusing on customer orientation, alignment, and measurability within the company. At the same time, an agile corporate culture helps to sustainably embed the corresponding behaviors and norms within these methods.

As a result, business agility contributes to solving typical challenges of a transformation:

  • Lack of progress
  • High costs
  • Low quality
  • High employee turnover

Agility acts as an accelerator, bringing measurable successes if introduced correctly. However, a crucial prerequisite is understanding agility for what it is: a corporate culture. Cultures must be developed over the long term and cannot be simply “rolled out”.

By providing methodical impulses in the right places, change dynamics need to be initiated and anchored, which must be accepted and favored by leadership. Only then can effective agility be achieved.


Agile Talk

Agile Mindset vs. Agile Methods?

Research on Agility

Agile Transformation of Consultancies

How consultancies evolve agile mindsets and cultivate their own agile transformation
The research provides evidence how consultancies evolve their own agile culture transformation to achieve business agility. It thereby aims to raise awareness by turning unconscious behaviour patterns into conscious decisions so that learning processes can be leveraged for the greater. Findings imply personal networks among close colleagues to cause and enforce mindset changing dynamics. They further show the underlying organisation design (network-ish like holacracy vs hierachy-driven ones) being an intermediating variable between the top-down communicating leadership and the bottom-up validating personal networks. It also covers a comprehensive directory of 100 effective methods for change to agile (“CM tool”) which links a set of recommended methods to the maturity of the target culture. Thus, it provides guidance by turning complex and dynamic tensions of cultural change into organisational value. This “culture-method tool for agile change” (CM tool) can be shared upon request.

Digital Transformation of Small-Medium Sized Companies

The Impact Of Digital Transformation On Family-Owned Businesses
This paper addresses the digital transformation which is being applied in family businesses during an ongoing change of market conditions. It is shown that specific challenges of family businesses influence the application of digital transformation projects and that this fact may arise in changes of the business model. Therefore, there seems to be a positive correlation between digital maturity and the ability to compete which can be faced appropriately by pre-arranging a replacement as well as by doing strategically aligned investments.



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