An agile organization has three key capabilities: (1) adapting to changes in the external environment, (2) gaining insights from information and knowledge, and (3) maintaining control while allowing for flexibility. Some organizational practices that support agility include stimulating cooperation between employees, decentralizing coordination through networks while maintaining central coordination on strategic themes, and focusing on sourcing results flexibly through a mix of permanent and contract workers. An agile organization proactively builds a stable core while balancing centralized and decentralized coordination.

1. 1DOG SHOW!AGILITYIS NOT A

2. 2REAL QUICK ABOUT MEConsultant atResearcher atHopingsoon to befather ofEnjoyplaying

3. 3RESEARCH QUESTIONONE SIMPLEWhich organizational practices are important determinants of organizational agility?

4. 4IF ONLY LIFE WAS THATSIMPLEWhen do you need organizational agility?What is an agile organization?Can you become an agile organization?

5. 51.WHEN DO YOUNEED AGILITY?

6. 6ORGANIZATIONALAGILITYHELPS YOU TO COPE WITHDYNAMICSIN THE OUTSIDE WORLD

7. 7WHAT ARE DYNAMICS?YESNOBankruptcy of a clientNew legislationProjectsgetting killedEconomic crisisOCCURING FREQUENTLYThe weatherNew clientsUNPREDICTABLEWITH IMPACT

8. 8TIMING IS EVERYTHINGHOW FAR AHEAD CAN YOUPREDICT THE FUTURE?Go to survey

9. 9IT’S ALL ABOUTPERCEPTION

10. 102.WHAT IS ANAGILEORGANIZATION?

11. 11Theagile organization has three capabilitiesAdapts to anythingSees and knows allIs in controlBut how?

12. 123.WHAT DOESAN AGILEORGANIZATION?

13. 13RESEARCH ONIN MULTIPLE CASE STUDYSIMILARITIES

14. 14THE OUTCOMES REVEILPRINCIPLESANDPRACTICES

15. 15Let’s start with the Management PrinciplesThe agile organization prefers collective cooperation over individual performanceThe agile organization proactively builds and maintains a stable coreThe agile organization balances (de)central and (in)formal coordination

16. 16The agile organization proactively builds and maintains a stable corePlanwhatcanbeplannedShare a mindset

17. 17The agile organization prefers collective cooperation over individual performanceStimulatecooperationbetween employeesCollaboration in sector and institutionalembedding

18. 18The agile organization balances (de)central and (in)formal coordinationCentral coordinationonmindset, knowledge management and cooperationDecentralcoordinationonexecution of core processes

19. 19Management practices based on the three competenciesAdapts to anythingSees and knows allIs in control

20. 20SEE AND KNOW ALLThe agileorganizationaims to collectand generatenewknowledgein linewith the strategiceffortto alignwith the dynamicsin the outsideworld.Whenusinginformation and knowledgethe agileorganizationaims to develop, interpretand sharethisknowledge.

21. 21Invite outside expertsUse all available dataStimulateinternalnetworksLimitedeffort in documentationContinuousevaluation

22. 22ADAPT TO ANYTHINGThe agile organization aims to deploy the workforce in line with the strategic effort to align with the dynamics in the outside world.The agile organization can move around (quantitatively and qualitavely) the workforce with ease.

23. 23Focus onsourcingresultsManage numericflexibilityFocus onhelpingeachotherMix in contractCommunicationaimed at mindsetSelective employee participationSpecificpersonnel planning

24. 24BE IN CONTROLThe agileorganization is in controlwithout boxing in the organizationor the individual.

25. 25Flat hierarchyDecentralcoordinationthroughnetworksOwninitiativeCentralcoordinationonspecifictheme’s

26. 26HOW AGILE ISYOUR ORGANIZATION?PLEASE SHAREYOUR COMMENTS, VIEWS, EXPERIENCES, QUESTIONS…AND THESE SLIDES!WWW.ORGANISATIONALAGILITY.COMM.NIJSSEN@BERENSCHOT.COMTWITTER.COM/MARK_NIJSSEN