Strategize To Succeed
PC413 – Agility In Business And Life

       Welcome to the next episode of Strategize To Succeed™.  Selectively applying the strategies which we discuss each week will help you as you progress from conditions to opportunities to successes.

       In today’s episode, we are going to discuss the concept of agility and how it applies in both business and life.

       A slang expression which might serve to define agility is to be light on one’s feet. And although it is not terribly nuanced in its perspective, there is truth in that definition. Nimbleness and dexterity are the highlighted synonyms cited by Merriam-Webster.

      However, the concept of agility to which we refer is not used in reference to a skilled athlete. The agility on which we focus is mental agility and how to activate the mind for more productive results.

      Agility has far greater significance than merely seeing how many balls one can juggle in the air. In a changing economy, the application of agility can impact the success of a business. 

       In an article published by McKinsey & Company (“What is agile?” March 27, 2023), an international consulting firm, it was stated that “agile, in business, is a way of working that seeks to go with the flow of inevitable change rather than work against it . . . the only way to meet the challenges of rapidly changing times is to change with them.”

      The distinction between traditional organizations and agile organizations are operationally very clear. In traditional organizations, “planning is linear, and execution is controlled . . . the organization’s skeletal structure is strong but frequently rigid and slow moving.”

       In contrast, “agile organizations are . . . designed for rapid change . . . agility adds speed and adaptability to stability, creating a competitive advantage in uncertain conditions.”

       This profile of an agile organization is distinguished by five benchmarks:

1.       There is a North Star concept which permeates the organization. That is defined as having a “shared purpose and vision for the organizations that helps people feel personally invested.”  

2.       Network or empowered teams whose members should feel “a sense of ownership over their work and see a clear connection between their work and the business’s North Star.” The words which often describe the operations of such agile networks are “operate with high standards of alignment, accountability, expertise, transparency, and collaboration.” 

3.       An agile organization uses “rapid decision and learning cycles.” These short bursts of learning are determined by the ongoing collection of customer feedback which is then analyzed and rapidly applied to future modification sprints. This dynamic approach is responsible for much shorter cycles and turnaround time of process development, usually quarterly rather than annual time frames.

4.       The concept of creating value has a much broader application within an agile organization. In addition to shareholders, investors and partners, employees and communities are at the heart of these companies. Viewed as a “dynamic people model that ignites passion, making change personally meaningful for employees can build transformational momentum.”

5.       And, finally, while an agile organization recognizes the importance of the active integration of its employees within the development of processes, the evolution of agility also demands that ongoing evaluation of technology growth becomes an integral element of this advancement.

      To convert a traditional organization into an agile organization necessitates two areas of consideration. First, recognize that such a significant transition needs to start at the top and filter down. And that is the basis for the model to be developed. However, in this instance, the priority is on the clarification of aspirations and how agility will add value to the business operation. 

      Then, refinements of the process need to be evaluated to enhance the updated agile model. However, as with any transitional situation, the creation of an agile organization is immersive and comprehensive, it does not happen in just one corner of the company. As summarized, “Agile is a mindset; it’s not something an organization does – it’s something an organization is.”
 
       As you can imagine, in order to head up an organization re-structured to encompass continuous change as the basis of its mindset, there are certain common traits which seem to be prevalent among agile leaders. Forbes Coaches Council gathered a number of experts in the field, asked questions, and then published their findings. The Council Post is entitled “15 Key Qualities That Define An ‘Agile’ Leader” (June 17, 2020).

      The qualities which were noted are all quite straightforward, and we have discussed many of them in different contexts, so they will be mentioned, but not explained further.

      You may find it interesting to learn though, that within the Forbes article, it was indicated that “only 10% of leaders are truly agile.” These agile leaders encompass the following characteristics: being open, being accepting and present, collaborating, being comfortable being uncomfortable, always listening, learning continuously, being resilient, being able to deal with frequent disruption, being curious, operating from a higher level of developmental capacity, creating inclusive and empowered teams, leading by example, and cooperating courageously.

       Individually, you would probably expect that most leaders have at least a few of the above-listed qualities. However, to be defined by such a litany of characteristics is likely unusual, as the percentage of such agile leaders would indicate.

      At this point, you may wonder what an agile organization has to do with you. After all, agility may seem like the antithesis of what you encounter on a daily basis. 

      My reason for pursuing this topic on our podcast is to illustrate that the benefits of an agile mind can be just as important for an organization of one as they can be for a Silicon Valley giant. 

       As such, there are ways in which to build one’s inner agility.

      According to the McKinsey & Company article, the path to an individual’s problem-solving skill, especially in an agile leadership role, needs to expand beyond the traditional approaches and embrace five additional mental tools:

      First, “pause to move faster.”  Whether taking a short, uninterrupted walk outside, or a brief meditation, these are examples of ways to stop, refresh the mind, and “create space for clearer judgment, original thinking, and purposeful action.”

      Second, “embrace your ignorance.” Because change is occurring so rapidly in all fields, one cannot be expected to know everything at one time. In this condition, “listening and thinking from a place of not knowing is crucial to encouraging the discovery of original, surprising, breakthrough ideas.”

      Third, “radically reframe the questions.” Don’t create situations in which you presume you already know the answers to the questions you’re asking. “Seek to ask truly challenging, open-ended questions . . . and creatively discuss . . . to unblock existing mental frameworks.”

       Fourth, “set direction, not destination.”   Whether working in a team environment, or on your own, understand that finding the right solution is usually not a straight-line prospect. This is when you need to work with others in your group to “share a purposeful vision . . . heading toward a general goal, and in exploring and experimenting together to reach common goals.”

      And fifth, “test your solutions – and yourself.” Recognize that failing early on can be beneficial; bad decisions can be quickly eliminated to avoid more expensive errors further along.

       Whether you belong to an organization which is actively implementing agile leadership and principles, or you are seeking to move forward with your own life, consider applying some of the tenets of an agile mindset. Such constructive approaches can be valuable as tools in any circumstance which necessitates thought and planning.

      Thank you for sharing your time today. Remember, your application of strategic decision-making approaches can result in more beneficial outcomes for you, both professionally and personally. Why not turn that process into your opportunity?

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