• Extensive research demonstrates; a performance and stakeholder premium for Agile Organisations'
• But only 20% achieve Agility and not all of them sustain it
• The dynamic environment VUCA is an unrelenting challenge for organisations', both from external and internal factors
• Simply installing Agile techniques and processes is not enough to achieve Organisation Agility
• To achieve Agility and sustain it, an organisation must build Critical Capabilities to Maturity Levels 5, 6 and 7 – Competitiveness & Adaptability, Innovation and Leadership – key features of increasing Agility and Change Capability
A good starting point for any organisation is to select a 'Organisation Agility Rapid Assessment'. This OrgCMF™ Maturity Assessment which will enable you to understand the baseline Capability Maturity for your Organisation , these Capability Maturities underpin your Organisations Agility.
Understanding the existing organisation context in terms of performance and KPIs' is a critical starting point, as it informs the setting of the Ambition and Aims for the Organisation. Clearly stating the problem or opportunity in the context of current performance and target outcomes and performance, must always be the starting-point and this allows for SMART Objectives & KPIs'. It is important to draw out those indicators of existing Agility or Agility Constraints that are important for your Organisation.
Current Organisation Capabilities and their related Maturities determine the current performance, knowing these are essential for understanding the existing constraints on the Organisation's Agility, and it enables the team take a systems view of what Capabilities may be missing or need Maturity Improvement to enable whole system Agility. The selection, configuration and management of any OrgCMF™ Assessment can be completed in a matter of minutes on-line. The 'Organisation Agility Rapid Assessment' is a standard pre-configured Maturity Assessment or you can select a Configurable Assessment Plan and create a bespoke Agility Maturity Assessment for your organisation.
Once you publish your OrgCMF™ Capability Maturity Assessment your invited participants will receive and email link to complete the Maturity Assessment, they will also be able to see the real-time report and its recommendations if you permit them. Also you may invite Report Viewers who you wish to see the Report but not participate in the Assessment.
Once you have closed (Completed) your Assessment your team can review existing Capabilities and their Maturities and consider the specific Report Guidance for next improvement actions. This helps you prioritise improvement actions and calibrate these actions for sustainability, by following the guidance and designing the action plan in the context of your organisations aims and objectives outlined in 'Step 1'
Organisation Capability Maturity Improvement is a system-wide activity and touches many stakeholders. The OrgCMF™ Assessment Reports and the Body of Knowledge is such that it provides useful knowledge to most stakeholders as regards their roles in improving capabilities. That said it is essential that the overall Improvement program actions have ownership, accountability and responsibility and this permeates through and across the organisation as appropriate. The structure of OrgCMF™ is such that this can happen at Model, Dynamic or Construct level. As stakeholders build operational Capability Maturity working on the ‘Constructs’ (Capability Building Blocks) for their roles and activities traction and sustainable improvement is achieved.
Improving Capability Maturity at any level in the Model, will improve Agility. As responsible individuals and their teams focus on the 'Constructs' (Capability Building Blocks) they can carry out more specific 'Diagnostic' Tier Maturity Assessments' if required, and receive more specific, detailed and Calibrated action guidance at this 'Building Block' level for the specific constructs. As the maturity of each related element of the system improves so does the system overall. We recommend short implementation 'Sprints' leveraging some key 'Agile techniques' to allow for flexibility and responsiveness in this change and improvement process, and also learn and experience some of the practices that relate to Agility.
As with all effective methodologys' for change and improvement, some level of governance is required to monitor and assure the desired outcomes and results are being achieved both with Capability Maturities and the Target Objectives and KPIs' for improvement. Given this specific program relates to Agility Improvement the relevant key indicators for your specific context should be included in the KPI list, these will likely relate to some of the following KPI types
The approach presented the 'Organisation Capability Improvement Method' (OCIM™) is not rocket science, however by focusing on Organisation Capability Maturity Improvement and leveraging the OrgCMF™ Maturity Assessment platform you and your organisation are using the most advanced and latest 'Management Science' - 'Dynamic Systems Maturity Theory' (DSMT™).
Research indicates that true sustainable leadership Agility is achieved only at the higher Maturity levels of OrgCMF™ (levels 5, 6 & 7). Also that building Agility is about building Capability Maturity in a sequential manner as expressed on organisation learning theory.