THE ELUSIVE AGILE ENTERPRISE

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THE STATE OF AGILITYA vast majority of organizationsrecognize the importance of agility andits rewards. Yet agility can be elusive:Many are struggling to translatethis nearly 20-year-old softwaredevelopment strategy into a broadermanagement concept. To successfullytransform, today’s organizations needto embrace agility from strategy toexecution, and enterprise-wide.The time to do so is now. Our surveyfindings indicate that two-thirds (66%) oforganizations have experienced less than10% growth in revenue over the mostrecent fiscal year. Trends like this makethe ability to react quickly to emergingtrends, design better products, enhanceteam morale, and meet sky-high customerexpectations more critical than ever.Figure 1. The top benefits of organizational agilityFaster time to market60%Faster innovation59%Improved non-financial results58%Improved employee morale57%Ability to attract/hire top talent57%Improved competitiveness56%Improved financial results55%Ability to better manage across geographies/verticals55%Figure 2. Functions in which organizations are most Agile79% 75%69% 66%OperationsTechnologySalesMarketing65% 64%58% 56%Business developmentFinanceSupply chainHuman resources55%Administrative49%Legal47%Manufacturing/production8 | THE ELUSIVE AGILE ENTERPRISE: HOW THE RIGHT LEADERSHIP MINDSET, WORKFORCE AND CULTURE CAN TRANSFORM YOUR ORGANIZATION
Organizations alreadyrecognize the value of agilityto the enterprise. A staggering81% of all survey respondentsconsider it to be the mostimportant characteristic of asuccessful organization. And82% of respondents consideragility to be very or extremelyimportant to an organization’ssuccess and competitiveness.Among the most popularAgile approaches selectedby respondents: Scrum, citedby more than three-quarters(77%) of leaders.Figure 3. Types of approaches currentlyemployed by leaders and laggardsMostly traditional (e.g., waterfall)3%20%A mix of traditional and Agile55%64%Mostly Agile“Agility is a prerequisite to staycompetitive in the long run; it33%is not optional,” says JoergErlemeier, chief operating25%officer of Nokia, a Finnish multinationaltelecommunicationsand consumer electronics company.“Being Agile enablesus to respond faster andbetter meet our customers’Leaders Laggardsrequests.” Agile initiatives at Nokia include redesigning business processes, creating a customer-centric supplychain and introducing smaller, more nimble teams.There’s good reason for the popularity of organizational agility. For those that succeed at achieving greateragility, leaders and laggards see many benefits, including faster time to market, faster innovation and improvednon-financial results, to name just a few.Toyota Motor Corporation is just one company reaping the benefits of increased agility. By working “in smallbatches” and creating continuous process flows like the Toyota Production System, Nigel Thurlow, chief of Agilefor Toyota Connected (the global technology strategy business unit for Toyota), says the company’s Kentuckymanufacturing plant can upgrade systems that support the plant machinery in six days—a fraction of the sevenweeks once required for the exact same task. “When you’re working in short sprints and small batches, you’reable to see the value delivered more rapidly,” he says. “But more importantly, you’re able to catch your mistakesmore rapidly, change your mind and make decisions based upon emerging requirements.”Such flexibility is imperative in today’s business environment, as the rapid pace of technology, innovation anddevelopment requires organizations to deliver results faster than ever. But agility is about more than gettingproducts out the door faster than your competitors. Agile began as a response to the failings of traditionalsoftware development. Faced with blown budgets and missed deadlines, organizations turned to Agile toincrease the rate at which they could create new products and roll out updates.https://www.scrumalliance.org/forbesCOPYRIGHT © 2018 FORBES INSIGHTS | 9
Page 1: IN ASSOCIATION WITH:THE ELUSIVEAGIL
Page 4 and 5: FOREWORDAs the second decade of the
Page 6 and 7: industries. Questions explored exec
Page 10 and 11: Indeed, using a Scrum framework can
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Page 16 and 17: LOOKING AHEADWith 75% of respondent
Page 18 and 19: ACKNOWLEDGMENTSForbes Insights and
Page 20: ABOUT FORBES INSIGHTSForbes Insight

THE ELUSIVE AGILE ENTERPRISE

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