{"id":12959,"date":"2019-03-15T10:24:50","date_gmt":"2019-03-15T15:24:50","guid":{"rendered":"https:\/\/blog.planview.com\/?p=12959"},"modified":"2020-03-03T10:27:44","modified_gmt":"2020-03-03T16:27:44","slug":"achieving-organizational-agility","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/achieving-organizational-agility\/","title":{"rendered":"Achieving Organizational Agility"},"content":{"rendered":"

\"\"<\/p>\n

\n

Although nearly every organization on earth is vying to increase its agility, not all are achieving that goal. In fact, according to a recent\u00a0McKinsey Global Survey<\/a><\/u>, organizational agility, which the firm defines as, \u201cThe ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities,\u201d is still elusive for most.<\/p>\n

Only 4% of all respondents say their companies have fully implemented a\u00a0Lean-Agile transformation<\/a>, though another 37% say that company-wide transformations are in progress in their organizations.<\/p>\n

The exciting news is,\u00a0Agile performance units are seeing results<\/a>: 81% of respondents in Agile units reported a moderate or significant increase in overall performance since their transformations began.<\/p>\n

On average, respondents in Agile units are 1.5x more likely than others to report financial outperformance relative to peers, and 1.7x more likely to report outperforming their peers on nonfinancial measures.<\/p><\/blockquote>\n

It\u2019s obvious that undergoing an Agile transformation is a worthwhile pursuit for most organizations\u2014but how exactly do organizations become Agile, and what practices sustain the methodology?<\/p>\n<\/div>\n

\n
\n
\n

Table of Contents<\/p>\nToggle<\/span><\/path><\/svg><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n