The business world is changing rapidly. It’s no longer just about having the right product or service; it’s about having the right distinctive experience for the right user.
Agility in the business world seems to be a step forward. This concept appears to be a general understanding, but many companies are reluctant to understand fundamental elements that can help them deliver value. For example: what does it mean when a company says it wants to be agile? What does it mean when a company says it doesn’t want to be agile? How can we use agility as a competitive advantage? These are all questions we will answer in this article.
Being agile means being prepared for constant change, and having as a purpose to be oriented to the business objectives to generate value. At a business level, many challenging factors are required that sometimes make some structural changes necessary for more significant successes and results. The latter is what often makes it challenging to achieve transitions to value-driven agility.
We have encountered companies that say they want to be agile, but do not know what it is or do not really want it, but are driven by fashion or fear that other companies in their environment are doing. These should not be the motivators for any change; only if you want to generate value continuously should you look for new ways of doing things. Likewise, we have come across companies that do not want to be agile, and opt for more traditional ways of operating and that is how their operations have worked so far. For these companies, allowing themselves to see and experience other ways of working has brought them value over time. It always takes time for any change to stick.
Finally, competitive advantages are in the DNA of companies, it is doing what differentiates me, what really generates for me what is known as a competitive advantage, if agility contributes to that, it is more than welcome, but agility a priori will not be a competitive advantage if it is not enhancing distinctive experiences in the users of our products.
How have you approached agility and how does your organization view it?
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