FROM FRAGILE TO AGILE: latest research presentation
•Transferir como PPTX, PDF•
2 gostaram•7,711 visualizações
2017 theme "From Fragile to Agile Fast" was defined as a way to delve deeper into how you can manage disruptive change at speed. Read more. https://www.accenture.com/no-en/event-hpbf-2017
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Destaque (19)
Semelhante a FROM FRAGILE TO AGILE: latest research presentation
Semelhante a FROM FRAGILE TO AGILE: latest research presentation (20)
Último
Último (20)
FROM FRAGILE TO AGILE: latest research presentation
- 1. AGILE FASTNORDIC HIGH PERFORMANCE BUSINESS FORUM FROM FRAGILE TO 2017
- 2. Adapt its strategy, plans, culture and operations to capture new opportunities React to unexpected changes in the business environment ”AGILITY” IS ABOUT THE SPEEDAT WHICH AN ORGANIZATION CAN…
- 3. THE RACE TO AGILITY IS ON
- 4. BE AGILEOR BE LEFT BEHIND MORE THAN HALF OF NORDIC ORGANIZATIONS WANT TO BE INDUSTRY LEADERS IN THREE YEARS. IN 2017 IN 2019OVERALL BEHIND PEERS IN SPEED TO ADAPT AT LEVEL OF PEERS IN SPEED TO ADAPT INDUSTRY LEADER IN SPEED TO ADAPT 6% 12% 51% 27% 4% 0% 1% 9% 37% 53%
- 5. DIGITALIZATION AND INCREASE CUSTOMER EXPECTATIONS ARE DRIVING AGILITY KEY DRIVERS FOR AGILITY DIGITALIZATION OF OUR OPERATING ENVIRONMENT INCREASE IN CUSTOMER EXPECTATIONS NEW BUSINESS MODELS PROFITABILITY CHALLENGES / COST PRESSURES EMERGING TECHNOLOGIES DESRUPTING CUSTOMERS AND OUR OPERATIONS INTERNATIONAL COMPETITION LACK OF GROWTH 70% 70% 53% 50% 34% 16% 11% 47% 30% 15% LOCAL COMPETITION POLITICAL UNCERTAINTY OTHER
- 6. COMPANIES ARE WILLING TO TAKE THEIR EMPLOYEES ON THE JOURNEY TO AGILITY BUT PRIORITIZE STABILITY FOR THEIR CUSTOMERS THE PARADOX
- 7. PRIORITIES ACROSS MULTIPLE AREAS IN ORDER TO STEP CHANGE AGILITY – INCLUDING “SLOW TO CHANGE” AREAS SUCH AS PLATFORMS AND CULTURE NORDIC ORGANIZATIONS SEE DEVELOPMENT DATA & ANALYTICS (INCL. CUSTOMER INSIGHTS) PLATFORMS & CAPABILITIES ECOSYSTEM & CO-CREATION CULTURE & PEOPLE EXECUTION AGILITY AGILITY IN PLANNING & PERFORMANCE MGMT AGILITY IN STRATEGY, LEADER- SHIP & DECISION-MAKING 85% 76% 69% 69% 61% 54% 54%
- 8. IT’S TIME TO DRIVE AGILITY AS A DEDICATED CEO AGENDA… …BUT WHAT WILL YOU NEED TO SUCCEED?
- 9. 1. ENSURE A TOP LEADERSHIP VISION FOR AGILITY 2. MAKE PEOPLE, SKILLS & CULTURE AN IMMEDIATE PRIORITY 3. DRIVE REAL-TIME CHANGES AROUND CUSTOMERS 4. ADOPT AGILE AND RESPONSIVE TECHNOLOGIES FOR SPEED
Notas do Editor
- Thank you <Cecilie>. Everyday we see how the pace of change continues to pick up speed, driven by digitalization, rapid changes in customer expectations, emerging technologies and disruptive competition. It is evident in how different technologies are being combined to drive innovation at a level and scale that we’ve never seen before. As The Economist recently said, “the rate of change in the world will never again be as slow as it is today”. But what are Nordic companies doing to – not only keep up with the pace – but to gain speed and agility to take advantage of the changes around them? To better understand agility’s importance among the leadership of the largest Nordic companies and public organizations, we carried out in-depth interviews with 207 Nordic executives. Let me take you through some of the key findings as an appetizer for what we will discuss in-depth during this evening.
- But first – to establish a common understanding of what we mean by agility - let’s quickly cover our definition: A truly agile organization is one which is able to adapt its strategy, plans and operations faster than its peers. The business benefits is quicker time-to-market, customer satisfaction, revenue and cost scalability. That’s the good news. The bad news is that without agility companies could struggle to survive in unrelenting and rapid disruption. Let´s turn to some key insight;
- Our research clearly tells us that agility has become a very strategic topic for most Nordic companies and organizations. We found that eight out of ten companies say that agility is a priority today. And more than nine out of ten (94 percent) say it will be crucial for their survival in three years. Evidently the race to agility is really on. Companies wants to make an important shift. It sends a clear signal that others need to keep pace or risk being left behind. Let’s look at some numbers:
- 51% of the Nordic companies say they are at the peer level regarding agility today with a total of 31% being above or leading in agility. [Note: 27% + 4%] But when asked where they will be in just 2019 a total of 90% say they will be above their peer group or industry leaders. [Note; 37% + 53%] That’s a dramatic change which implies that all 9 in 10 Nordic companies aspire to be in front of their peers groups. However, common logic will dictate than all companies in an industry cannot be leaders. Now, let’s look at the key drivers of agility for Nordic businesses.
- The absolute top two drivers for the development of agility are; “Digitalization of the operating environment” which refers to the environment in which your services are delivered, products created & consumed - and “increase in customer expectations” which has to do with new demands and needs from customers These are followed by new business models, cost pressures and emerging technologies as the most pressing drivers We think there is an interesting paradox in relation to the customer part as you will see in the following:
- We asked the Nordic executives about how they prioritize agility vs. stability for their employees and customers. 74% say they are very willing to take their employees on a rocky ride to agility by making changes around them. This particular point is probably not too surprising But only 27% prioritize agility for their customers over agility. It is interesting that Nordic companies acknowledges that one of the key things driving the need for agility is their customers. Yet, evidently also an area companies are cautious about making changes in. This indicates that companies are afraid to rock the boat by trying out or testing new things involving their customers despite knowing that their customer’s expectations continue to change. Many true industry leaders have been successful in taking their customers with them as they’ve made some fundamental changes in their agility. Examples include Apple’s continuous product innovation; IKEA’s end-to-end customer experience, and Salesforce.com’s as-a-service business model utilized by both small and large enterprises. Being overly cautious of the changes in your customer interface will limit the positive impact agility-driven change can achieve.
- Another interesing finding is related to what development areas Nordic leaders prioritize to become agile? As you see, most companies said they need to develop all the seven aspects of agility - and most of these immediately. That is a huge undertaking. Many of these areas – such as people and culture and technology platforms - are slow to change which effectively make this a real transformation they need to drive for their businesses.
- As I stated in the beginning of my presentation; the race to agility is on. Agility is not a capability to be acquired alongside others. It’s an integral quality that must be present across the whole organization and everything it does. We believe it is time to drive agility as a dedicated CEO priority But exactly how do you succeed?
- Turning the needle toward true agility requires leadership to build its agility vision, communicate it and make it everyone’s objective in the organization. Such change can only happen when set against a corporate-wide explicit set of priorities with CEO ownership and a strong – agile – plan for getting there. The approach to developing agility should itself be undertaken in an agile manner. That means focusing on small pilots in selected areas which can then be scaled up in line with agreed priorities. But what are those priorities? As noted earlier Nordic companies are finding it hard to set their agility agendas. While it’s true that agility needs to be developed on multiple fronts at the same time, companies need to identify their ‘sweet spots’ that will help them accelerate, instead of trying to take everything forward at the same time. Becoming agile requires a step change across multiple, often slow moving, areas. To win the race to agility, you need to: Be ready to take your customers with you to agility Realize a shift in the culture and agility related skills Focus on making your IT more agile and “digital IT”