1. Strategy Agility

The agile strategy differs from the short-term winning business strategy in that it changes in the following points:

From being an industry expert to being a leaderFrom focusing on expanding market share to capitalizing on market opportunitiesFrom positioning in the market to interacting and connecting with customersFrom tapping into existing markets to creating Entering new markets Beating the competition to redefine itA Blueprint of Action for Agile Selection Processes

A quick change in strategy can reduce current winning actions. Instead, it builds the organization’s capacity to adapt and change in response to the environment. The strategy has constant and fast updates when it comes to market selection and play.

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A responsive strategy also requires business leaders to understand the business context and environment, and aims to accurately anticipate future stakeholder needs. For example, strategic search, analysis of customer-focused information to create new products and services for customers in the future.

2. Organization Agility

The nimble adaptation of the organization allows it to anticipate and respond quickly to dynamic market conditions. More agile organizations have a higher chance of winning in the customer and investor markets.

Organizations cannot change as quickly as the market’s external requirements, customers will quickly fall behind, never keeping up with the trend. Responding quickly to future customer opportunities and rapidly innovating products, services, and business models help organizations win. Organizational agility is enhanced when organizations: create market-focused, rapidly changing teams to create and identify new opportunities; allow values ​​to evolve to align with corporate culture and identity; Have the discipline to make change happen quickly. These organizations are constantly experimenting, improving, removing internal boundaries between departments and outside with customers, and creating networks or ecosystems to grow.

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3. Individual Agility

Individual Agility is the ability of people and leaders to learn and grow. Individuals who adapt faster find personal happiness and deliver better business results.

The ability to learn quickly is one of the key elements of effective leadership. Individuals who cannot change as quickly as their job demands have a limited impact on the organization. Personal adaptation is a combination of mindset and skill set (e.g. asking questions, taking appropriate risks). Thus, individual agility comes from a natural predisposition to learn, change, and act quickly.

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4. Human Resource Agility

HRM activities around people, performance, information, and work can be created to drive strategy, organization, and individual agility.

People can be hired, promoted, and trained to prepare for and encourage rapid organizational and personal change. For example, quick adjustment can become a behavioral factor in talent selections. If leaders put the right people at the right time, they don’t have to worry about strategy because that will happen. The proper arrangement and use of human resources has a key role in promoting strategy, organization and individual agility.

Rewards can be linked to agility or the ability to change and adapt. Financial rewards can be determined based on agile skills such as learning and change. Non-financial rewards can show the importance of Agility. In one company, when they held a meeting of 100 leaders, their top management, they invited ten employees to this leadership group not by title but by recent contribution. When they informed employees about being able to attend this meeting, they added that the five agile adaptors (or innovate or change or learn) are here because they have succeeded in their initiatives. his own; the other five fail but focus on the right priorities and their lessons learned will also be valuable in the future.

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Finally, work can be organized to promote rapid adaptation. Agile companies are increasingly creating high-performance teams focused on market opportunities; they also allow those teams to act independently to accomplish their goals quickly. But agile organizations go the extra mile to ensure that independent teams are connected to other groups. The connection of independent groups to interdependent ecosystems institutionalizes adaptation.

See more: What is Quinoa – How to Make Food From Quinoa Hạt For Vietnamese businesses, the super volatile environment requires businesses to make efforts and adapt to the market so as not to be left behind. Many businesses talk about customer experience, digital transformation or innovation. However, organizational capacity does not meet reality. Most businesses just stop at the level of controlling and monitoring people. To achieve the ability to adapt quickly without destroying the organization, there is no other way than to strive to build organizational capacity. Impulsive thinking or running, coping does not help organizations grow, and organizational capacity cannot be achieved by shortcuts or thinking.