Organizations don't become agile just because employees now stand in meetings or a nice board adorns the office. If agility is introduced everywhere, regardless of whether it fits or not, if a change in the employees' way of thinking is addressed not at all or only partially, there is a risk of failure: managers continue to cultivate their hierarchical management style, or they abuse co-creation meetings to enforce decisions. Employee ideas fail because of the old coordination hurdles. The detailed backup of each management document prevents the desired 80/20 Pareto optimization. Employees fall back into old ways of working, but claim to be agile.
Agile work requires change in ways of thinking and acting
Merely grafted agile structures are not enough to achieve a sustainable transformation. Companies must clearly define what they intend with agility and what they want from their employees. Agility begins with one's own posture. For this, both company and management have to answer a number of questions.
- How do they create an agile mindset so that employees can present their position?
- How do they motivate employees to take passionate personal responsibility when targets are uncertain?
- How do they develop leaders into drivers of change that mainly affects their own role? Where do self-organized teams work well and how can they be used sustainably?
- How can efficiency and speed be combined with creativity and responsiveness?
Natural leadership strengths and self-organized teams
Horváth & Partners' proven change management approach combines the necessary professional and social competence for a successful agile transformation. Together with you, we design your company's transition to agile work – efficiently and sustainably! Because we know the typical pitfalls and help you to really achieve your agility goals. Just contact us! We accompany you in your change towards more agility.