BAI-Business-Agility-Report-2022

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PERCEPTION OF BUSINESS AGILITY5.45.85.05.34.84.3C-LevelSenior ExecutiveLine of BusinessManagerIndividual ContributorExternal PartnerRespondents within the same organization give a wide variation in ratings which dependson their role within the organization. We observe the following trends:• In general, the more senior the position, the higher they rate the organization'soverall business agility. This is particularly strong with senior executives• External partners (Suppliers, Partners, External Coaches, etc.) generally rated theirclient organizations on average 1.4 points worse than employees did2022 VS. 2021In 2022 individual contributors returned to their pre-pandemic perceptions of business agility. From 4.3(2020) to 5.4 (2021) to 4.8 (2022). The largest difference was in Leadership related behaviors.The trends observed in the report’s secondary survey on the difficulties in attracting & retaining staffsuggests that people are more aware of leadership and employee engagement issues.14
BETTER EMPLOYEE RETENTION2020 and 2021’s main concern for organizations was the COVID-19 pandemic. This year,many companies have been reporting considerable difficulties in attracting and retainingstaff.We used a secondary questionnaire to further investigate how higher performingorganizations fared with attracting and retaining staff. We also asked whether theorganization’s way of working was seen as a means to support this. The results reinforcethe successes seen in business agility transformations in two ways.1. Higher performers find it easier to attract and retain staff, and2. Higher performers are more likely to position their way of working as a means ofattracting and retaining staff.The questionnaire also asked respondents to indicate if and how their organizationadapted its way of working when faced with high staff turnover. 75% indicated they did,with the top adaptations being:Offering flexible or hybrid work arrangementsIncreasing the feedback sought or given to staffChanging workforce composition (adding contractors)Re-prioritisation of workIncreasing benefits (health & wellbeing, financial, etc)Cross-skill teams, Increase pairingPersonal Leadership & DevelopmentImprove communication on changes to how work is doneAsk staff to work more, work overtime, do more with lessWith the exception of asking staff to do more with less, we were pleasantly surprised thatthe reported adaptations were seen as positive contributors to employee satisfactionand the organizations’ business agility journey.15
Page 1 and 2: The Business Agility ReportBUSINESS
Page 3 and 4: TABLE OF CONTENTSKEY FINDINGS .....
Page 5 and 6: growth in the adoption of business
Page 7 and 8: WHAT WAS LEARNED IN 2022GLOBAL BUSI
Page 9 and 10: MOST ORGANIZATIONS HAVE IMPROVED OV
Page 11 and 12: 2 YEARSThe time business agility tr
Page 13: WHOLE OF BUSINESS CHANGE PROGRAMS G
Page 17 and 18: AVERAGE MATURITY VS RECOMMEND TO A
Page 19 and 20: INDUSTRY-WIDE CHALLENGE #1: RESISTA
Page 21 and 22: FOCUS CHALLENGE: UNSUITABLE PRACTIC
Page 23 and 24: FOCUS CHALLENGES: THE BUSINESS-TECH
Page 25 and 26: BUSINESS AGILITY SUCCESSESResponden
Page 27 and 28: • Ownership over their contributi
Page 29 and 30: OPERATING REGIONSBusiness agility c
Page 31 and 32: METHODOLOGYBUSINESS AGILITY SURVEYT
Page 33 and 34: WITH THANKS TO OUR CORPORATEMEMBERS
Page 35: 35

BAI-Business-Agility-Report-2022

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