Enterprises are under extreme pressure to develop initiatives related to business agility. They know that the demand for faster analysis of data, quicker time to market for new products, and the implementation of improved productivity measures are each representative of a bigger contest to edge out the competition.
An agile business can adapt and be flexible as new technology arises, making the most of opportunities but maintaining the ability to move on when a particular strategy isn’t working well. Here are some of the hurdles facing organizations that embrace business agility:
Low-hanging fruit is usually the priority. Enterprises often land on an initiative or two related to agility that can help them better harness data for analysis and quick decision-making, or they may implement a platform that allows any user to update an application for improving a business process, rather than waiting for IT to write code for a change.
These can feel like a symbolic victory in a first step toward embracing an agile business strategy, but because the enterprise is grabbing for the most obvious changes to make, it can get significantly more difficult when the team moves on to a more challenging business agility task.
There are many hurdles to agility. Not enough buy-in or management support, too few staff familiar with agile platforms, and perceived time and cost are all difficulties that enterprises face with taking an agility strategy to the broader organization. There’s often a general resistance to change or a pre-existing framework that is rigid and makes it difficult for enterprises to embrace agility.
There’s also a need for a business agility tool that will scale with the business as initiatives that are developed in a smaller team setting are expanded across the organization.
In many situations, a particular team is isolated from their normal roles in the company and tasked with an agility project. Taking this model and replicating it across the organization won’t allow for pulling a team away from their regular positions. The enterprise should create a broader strategy and keep agility at a core foundational level as they make organization-wide decisions.
Enterprises wanting to differentiate themselves and pull ahead of the competition need to embrace business agility on a foundational level. If it’s treated with a project-by-project approach, agility will always have a disjointed feel to it.
Need help clearing those business agility hurdles? Contact us at Cory Communications to talk further about the role that agility can play in your business strategy.