Getting Started with Business Agility
A playlist for getting started — If you are just getting started on a business agility journey, you’re in the right place. We have curated some of the best stories and introductory concepts to provide you with a baseline understanding of business agility, adaptive leadership, and organization design.
We define "Business Agility" as a set of organizational capabilities, behaviors, and ways of working that affords your business the freedom, flexibility, and resilience to achieve its purpose. No matter what the future brings.
The best place to start is the Domains of Business Agility. These are the defining cultural and behavioral characteristics of an agile organization. Spanning the entire organizational system, each domain is equally important, necessary, and interrelated. This model outlines what an organization needs so that it can seize emerging opportunities for its customers' benefit. » Learn More »
The Domains of Business Agility also offers a helpful guide throughout the transformation process, from just starting out to maturity.
Each year we publish the Business Agility Report. An analysis of the state of business agility from hundreds of organizations around the world.
Compared to previous years, 2020 saw more organizations commence their business agility journey. And those on the journey reported greater progress. Year-on-year, overall maturity has increased by 8%.
Respondents continue to report additional focus is required with leadership style, vision and sponsorship. Broader structural issues include organizational silos, alignment, and funding. Of special note, in the last two months of data collection for the 2020 report, many respondents indicated that their organizations were better positioned to adapt to COVID-19 due to their adoption of business agility.
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The following case studies and articles cover some of the most inspirational and informational facets of business agility. These stories will help you understand what is means to become an agile organization.
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The roles of leaders and managers become more important as organizations flatten and teams work with greater accountability, authority, and autonomy. For their workforce, leaders and managers energize people, remove impediments, resolve conflicts, and communicate vision. The culture of the organization lives through them.
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Traditional organizations are designed to optimize how work is organized and allocated. In agile organizations, the aim shifts to building cross-functional teams who make commitments, own outcomes, and are accountable for producing customer value.
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While much of business agility focuses on organization design and leadership, agile beyond IT and technology teams is a key enabler. Here are some case studies showcasing how People Ops (HR), Finance, and Marketing work with agility.
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