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. 1 DOG SHOW! AGILITY IS NOT A

2. 2 REAL QUICK ABOUT ME Consultant at Researcher at Hopingsoon to befather of Enjoyplaying

3. 3 RESEARCH QUESTION ONE SIMPLE Which organizational practices are important determinants of organizational agility?

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

5. 5 1. WHEN DO YOU NEED AGILITY?

6. 6 ORGANIZATIONAL AGILITY HELPS YOU TO COPE WITH DYNAMICS IN THE OUTSIDE WORLD

7. 7 WHAT ARE DYNAMICS? YES NO Bankruptcy of a client New legislation Projectsgetting killed Economic crisis OCCURING FREQUENTLY The weather New clients UNPREDICTABLE WITH IMPACT

8. 8 TIMING IS EVERYTHING HOW FAR AHEAD CAN YOU PREDICT THE FUTURE? Go to survey

9. 9 IT’S ALL ABOUT PERCEPTION

10. 10 2. WHAT IS AN AGILE ORGANIZATION?

11. 11 Theagile organization has three capabilities Adapts to anything Sees and knows all Is in control But how?

12. 12 3. WHAT DOES AN AGILE ORGANIZATION?

13. 13 RESEARCH ON IN MULTIPLE CASE STUDY SIMILARITIES

14. 14 THE OUTCOMES REVEIL PRINCIPLES AND PRACTICES

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

16. 16 The agile organization proactively builds and maintains a stable core Planwhatcanbeplanned Share a mindset

17. 17 The agile organization prefers collective cooperation over individual performance Stimulatecooperationbetween employees Collaboration in sector and institutionalembedding

18. 18 The agile organization balances (de)central and (in)formal coordination Central coordinationonmindset, knowledge management and cooperation Decentralcoordinationonexecution of core processes

19. 19 Management practices based on the three competencies Adapts to anything Sees and knows all Is in control

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

21. 21 Invite outside experts Use all available data Stimulateinternalnetworks Limitedeffort in documentation Continuousevaluation

22. 22 ADAPT TO ANYTHING The 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. 23 Focus onsourcingresults Manage numericflexibility Focus onhelpingeachother Mix in contract Communicationaimed at mindset Selective employee participation Specificpersonnel planning

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

25. 25 Flat hierarchy Decentralcoordinationthroughnetworks Owninitiative Centralcoordinationonspecifictheme’s

26. 26 HOW AGILE IS YOUR ORGANIZATION? PLEASE SHARE YOUR COMMENTS, VIEWS, EXPERIENCES, QUESTIONS…AND THESE SLIDES! WWW.ORGANISATIONALAGILITY.COM M.NIJSSEN@BERENSCHOT.COM TWITTER.COM/MARK_NIJSSEN