Nasima Shafiul presents on business agility in a VUCA (volatile, uncertain, complex, ambiguous) world. She discusses how business agility allows organizations to adapt, create, and leverage change for customers' benefit. Business agility requires new approaches to leadership, team formation, decision making, and customer engagement. Total organization coaching is crucial to ensuring business agility benefits the entire organization by engaging employees' heads, hearts, and intuition.

1. B U S I N E S S A G I L I T Y I N
V U C A W O R L D
Presented by Nasima Shafiul @ Adrita Group

2. Nasima Shafiul
Enterprise Agile Coach,
Business Agility & Enterprise Transformation
Agile Coach, Scrum Master, Consultant, Speaker,
Trainer, Facilitator, Teacher, Community Architect
Founder of Agile Leaders
Training, Mentoring, Meetups, Conference
https://www.meetup.com/Agile_leaders/

3. POINTS TO COVER
Business Agility
Business Agility Domains
Operating Models for Business Agility
Total Organization Coaching
Demographics, Follow-up & Monitor Growth
**************************************
B
U
SI
N
E
S
S
A
GILIT
Y
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

4. B
est
pr
actic
e
w
as
y
est
er
d
ay
B
est
thinkin
g is in
d
e
m
an
d
t
o
d
ay
an
d
t
o
m
orr
o
w
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

5. BUSINESS AGILITY
Business agility is the capacity and willingness
of an organization to adapt, to create, and
leverage change for their customer's benefit.
This simple statement exposes the dramatic
shift in mindset needed for agile
organizations.
~Business Agility Institute
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

6. Our most valuable resource, our people & they
need to be loaded with the relevant
information to make precise decisions.
We need new approaches to know how we lead
and align our people, how we form teams, how
we engage with our customers, how we gather
feedback and make decisions.
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

7. V O L A T I L I T Y
U N C E R T A I N T Y
C O M P L E X I T Y
"We live in a world that’s constantly changing, becoming more
unstable each day, where changes big and
small it's becoming more unpredictable”
“It’s becoming more difficult to anticipate events or
predict how they’ll unfold”
“Problems and their consequences are more multi-layered,
hard to understand”
A M B I G U I T Y
"It’s unusual for things to be completely clear or precisely measurable.
Therefore, not everything is black and white – grey is also an option.”
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

8. SIMON SINEK 'S

9. This Golden Circle will provide the opening
information needed to find out your 'why' to
thrive in this modern, uncertain, ever-
changing world where we must maintain
speed with a constantly changing
marketplace, with the technology of today--
being displaced by the innovations of
tomorrow.
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

10. Business Agility & Distributed Team both
greatly crucial component to reach the
constantly changing goal.
And, organizations that are inspired to adapt
Business Agility at all levels are far more likely
to succeed in our increasingly unpredictable,
complex, obscure world.
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

11. It is not a transformation, framework,
practice, or method. It not only focuses
beyond the customer and the market, but
also, it takes care of inside the
organizational culture, systems, rules
regulation, and operation.
B
U
SI
N
E
S
S
A
GILIT
Y
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *
What is NOT Business Agility?

12. H E N C E , B U S I N E S S I S . . .
To embrace the possibilities
A journey; could be a long journey
Discover the future of the business while
responding rapidly and flexibly to
customer demands
Change happen productively and cost-
effectively without compromising quality
Enable individuals customer-obsessed
businesses and to be more adaptive,
creative and resilient
Supports to build an engaged, enabled,
high performing and aligned workforce
B
U
SI
N
E
S
S
A
GILIT
Y
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

14. The heart of business agility is no less than
the very reason we exist: our Customer
Keeping customers at the center, around the
customer the Domains of Business Agility consisting
of 12 other interacting domains across four
dimensions.
CUSTOMER
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

15. LEADERSHIP
One Team, People Management, Strategic Agility
OPERATION
Structural Agility, Process Agility, Enterprise Agility
INDIVIDUAL
Craft Excellence, Growth Mindset, Ownership
and accountability
RELATIONSHIP
Workforce, Partners, Board
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

16. https://businessagility.institute/learn/
Business Agility Domains

18. S O U R C E : H T T P S : / / B U S I N E S S A G I L I T Y . I N S T I T U T E

19. CRAWL
All work (e.g. projects or products) has an assumed,
predetermined, & quantifiable value to the organization
in the context of a business outcome. We use this
information to justify, prioritize, and fund the work.
RUN
All our business outcomes have relative targets and regular
measures (including non-financial measures). We are able to quickly
and easily start, pivot or stop work, projects, or products.
FLY
We use adaptive funding models to allocate funds against
value streams (rather than projects). We align governance and
feedback loops to business (or customer) outcomes (rather
than time, cost or scope measures).
WALK
Strategic goals have incremental checkpoints to ensure that
all work aligns with our organization’s goals.
MEASURING
BUSINESS AGILITY
BOARD OVERVIEW

20. S O U R C E : H T T P S : / / B U S I N E S S A G I L I T Y . I N S T I T U T E
SOME FINDINGS ACCORDING TO
BUSINESS AGILITY

21. S O U R C E : H T T P S : / / B U S I N E S S A G I L I T Y . I N S T I T U T E
SOME FINDINGS ACCORDING TO
BUSINESS AGILITY

22. S O U R C E : H T T P S : / / B U S I N E S S A G I L I T Y . I N S T I T U T E
SOME FINDINGS ACCORDING TO
BUSINESS AGILITY

23. S O U R C E : H T T P S : / / B U S I N E S S A G I L I T Y . I N S T I T U T E
SOME FINDINGS ACCORDING TO
BUSINESS AGILITY

24. S O U R C E : H T T P S : / / B U S I N E S S A G I L I T Y . I N S T I T U T E
SOME FINDINGS ACCORDING TO
BUSINESS AGILITY

25. OPERATING MODELS FOR BUSINESS
AGILITY
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *S O U R C E : H T T P S : / / W W W . A G I L E B U S I N E S S . O R G

26. OPERATING MODELS FOR BUSINESS AGILITY
BY HARVERD BUSINESS REVIEW
Agile
Virtual
Leaders
De-Layered
Digitally Enabled
Customer Centric
Culture
Strategy
Cost Effectiveness
Growth Ambition
Leadership Model
S O U R C E : H A R V E R D B U S I N E S S R E V I E W

27. OPERATING MODELS FOR BUSINESS
AGILITY
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *
G r o w t h a m b i t i o n – a n a c h i e v a b l e y e t
s t r e t c h i n g a m b i t i o n
C u l t u r e – a p u r p o s e a n d w h a t v a l u e s w i l l
b r i n g t h a t m i s s i o n t o l i f e
S t r a t e g y – a c l e a r a r t i c u l a t i o n o f w h a t t h e
b u s i n e s s u n i t a n d p o r t f o l i o s t r a t e g i e s a r e
a n d h o w p a r t n e r s c a n h e l p y o u g e t t h e r e
C o s t e n v e l o p e – i n v e s t m e n t i n k e y a r e a s
t h a t b u i l d c o m p e t i t i v e a d v a n t a g e
L e a d e r s h i p m o d e l – t h e l e a d e r m u s t e x e c u t e
t h e i r r o l e i n t h e c o m p a n y

28. OPERATING MODELS FOR BUSINESS AGILITY
Customer-centric – rally around their customer missionMore
virtual – asset-light companies
De-layered – lower complexity, lean companies by design
Agile – in terms of mindset, principle, and structure.
Digitally-enabled – across the entire value chain
Human capital leaders – get the best value from the time,
talent and energy of their workforce
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

29. H E A D
Ovserving the world, logic,
reasoning, future plans
I N T U T I O N
Directly engaged with the world,
instinct, unselfconscious,
immidiate, practical, direct
H E A R T
Reaching out to the world, inner
life of emotions, memories,
feelings
:: TOC :: Total Organization Coaching:: by Nasima
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *

30. H E A D
Focused, Flexible, Productive
Agile, Effecive, Responsive
I N T U T I O N
Innovative, Dynamic, Courageous,
Inspiring
H E A R T
Authentic, Empowermeing,
Trusted, Passionate,
Collaborative, Connected
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *
:: TOC :: Total Organization Coaching:: by Nasima

31. H E A D I N T U T I O NH E A R T
:: TOC :: Total Organization Coaching:: by Nasima
A L L R I G H T R E S E R V E D @ 2 0 2 0 A D R I T A G R O U P * D O N O T C O P Y *
To assure the benefits of Business Agility throughout the organization not only,
one-on-one' or team-coaching is necessary but also 'total organization
coaching' is crucial. (I'll share more on TOC: total organization coaching in
different slides) Here's just shared a glimpse: with head, heart and intuition

32. Q U E S T I O N S
T H A N K Y O U