Getting Started with Business Agility
Renault Playlist — Business Agility is a complex undertaking and, at the scale of Renault, this is highly magnified.
This playlist is designed to amplify and accelerate the journey that Renault is on to become a leading agile organization. Each of these research reports, references, and case studies have been carefully selected to highlight the breadth of what is possible.
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.
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.
In order to serve as a compass for agile action, business outcomes must be measurable. Some outcomes are quite tangible, such as sales, profits, or customer retention. Others are less tangible, but equally important. Intangible outcomes may include more subjective measures of customer sentiment or employee attitudes. These intangibles drive behavior that in turn impacts more tangible, bottom line measures like sales or employee retention.
Stay up to date with the latest from the Business Agility Institute.
Organizations have always needed to earn the right to exist. Yet, as both market predictability and the barrier to entry is decreasing, we are now seeing that incumbents no longer enjoy the same commercial advantage as they used to. It is agile organizations — those that frequently inspect, adapt and pivot to meet opportunities — that are more likely to flourish in this ambiguous and uncertain market.
Want more? Subscribe to Emergence: the Journal of Business Agility
While creating value for your customers is why your business exists, it is your workforce who creates the customer experience that ultimately delivers that value. If you look after your employees, they will look after your customers. Engaged and happy employees stay longer, learn more, and generate innovative ideas. This generally leads to better customer experiences and thus greater customer loyalty.
Join us in NYC for the 2022 Business Agility Conference
Sales teams of the past and present tell us different stories. Customers, their values, and the customer journey have all undergone tremendous shifts. Today’s consumer market is represented by individualized consumers who prefer unique methods of purchasing.