Organizational Agility

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Organizational Agility

  1. 1. Mark Nijssen<br />Filip van den Bergh<br />Organizational AgilityGoing beyond predictability<br />
  2. 2. 2<br />2<br />1<br />3<br />Dynamic environments are characterized by:<br />Highly paced change<br />Highly unpredictable change<br />High-impact change<br />
  3. 3. 3<br />To cope with dynamic environments, we may:<br /><ul><li>Try to predict the future
  4. 4. Develop different plausible scenarios
  5. 5. Create an agile organization</li></li></ul><li>To cope with dynamic environments, we may:<br /><ul><li>Try to predict the future
  6. 6. Develop different plausible scenarios
  7. 7. Create an agile organization</li></ul>Scenario 1<br />Scenario 2<br />Today<br />Scenario 3a<br />Scenario 3<br />Scenario 3b<br />Scenario 3c<br />4<br />
  8. 8. 5<br />To cope with dynamic environments, we may:<br /><ul><li>Try to predict the future
  9. 9. Develop different plausible scenarios
  10. 10. Create an agile organization</li></li></ul><li>Agility and predictability<br />Creating an agile organization<br />Agility paradigms<br />6<br />
  11. 11. 7<br />First we eliminate as much unpredictability as possible<br />
  12. 12. 8<br />There will always be residual unpredictability.<br />Therefore we create an agile organization <br />to cope with all possible outcomes.<br />
  13. 13. 9<br />Workforce<br />Absorptive capacity<br />Organizational Design<br />To create an agile organization, workforce, organizational design and absorptive capacity need to be aligned.<br />While maintaining a stable inner core of values and strategic direction<br />
  14. 14. 10<br />Organisational agility:<br />going beyond the unpredictable.<br />Contact us at<br />agility@berenschot.com<br />

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