Change Agility - What is it

© Prosci Inc. All rights reserved.
What does it mean?
1

© Prosci Inc. All rights reserved. 2
a Google search for “agility”

yields pages of dog
obstacle courses

the power of moving
quickly and easily;
nimbleness
Random House Dictionary
[uh-jil-i-tee]Agility
5

Organizational agility:
The capacity to identify
and capture opportunities
more quickly than rivals do
McKinsey Quarterly, Donald Sull,
Competing through organizational agility
Agility [uh-jil-i-tee]
6

Take advantage of change –
whether planned or
unexpected – without ever
letting it sideline you
PricewaterhouseCoopers,
Achieving operational excellence series,
How to build an agile foundation for change
7

The ability to transform
information into insight
in response to market
movements
The Economist, Organisational agility: How business
can survive and thrive in turbulent times
8

The result of integrating alertness
to changes with a capability to use
resources in responding to such
changes, all in a timely, flexible,
affordable, relevant manner
Hosapple and Li, Understanding Organizational Agility:
A Work-Design Perspective, University of Kentucky
9

Nimble organization: one that has
a sustained ability to quickly and
effectively respond to the demands
of change while continually
delivering high performance.
Daryl Conner, The Characteristics of Nimble Execution
December 20, 2010
10

An always present ability to
manage multiple, complex
portfolios of change
Accenture podcast, Special Report:
Corporate agility, Working at the speed of opportunity
11

“The speed and ability of a
business to identify and react
to internal and external events
that could and do occur.”
EYGM Limited, Optimizing and balancing
corporate agility for insurers, 2013
12

Responsiveness
Tolerance
Resilience
Toughness
Adaptability
Readiness
Preparedness
Plasticity
Agility is a
“state of being”
13

Faster decision making,
prioritizing and initiating
of change efforts
15

Anticipating and
planning for
changes
of change efforts
Enhanced risk
management
16

Anticipating and
planning for
changes
Human capital and
talent management
strategies and
practices
Rapid development and
deployment of new
capabilities
of change efforts
Enhanced risk
management
17

Anticipating and
planning for
changes
Human capital and
talent management
strategies and
practices
deployment of new
capabilities
of change efforts
Enhanced risk
management
Cross-organizational
collaboration and
reduction of silos
Organizational Change
Management Capability
18

Anticipating and
planning for
changes
Human capital and
talent management
strategies and
practices
deployment of new
capabilities
of change efforts
Enhanced risk
management
collaboration and
reduction of silos
19

Anticipating and
planning for
changes
Human capital and
talent management
strategies and
practices
deployment of new
capabilities
of change efforts
Enhanced risk
management
collaboration and
reduction of silos
Other people focus on these things…
Prosci’s focus is org CM capability (ECM)

Anticipating and
planning for
changes
Human capital and
talent management
strategies and
practices
deployment of new
capabilities
of change efforts
Enhanced risk
management
collaboration and
reduction of silos
21
Prosci Solutions bring unique research,
development and client experience
focused on building an organizational
change management capability.
Email solutions@prosci.com to speak
with a solution architect.

Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
22

Contact Prosci
solutions@prosci.com
www.prosci.com
Connect with Tim:
www.linkedin.com/in/timcreasey
@timcreasey

References
• Accenture, Cheese, Silverstone and Smith, Creating an agile
organization, Oct 2009
• Conner, Daryl, The Characteristics of Nimble Execution, Dec 20, 2010
• The Economist, Economist Intelligence Unit, Organisational agility:
How business can survive and thrive in turbulent times, March 2009
• McKinsey Quarterly, Donald Sull, Competing through organizational
agility, December 2009
• PMI® 2012 Pulse of the Profession™ In-Depth Report:
Organizational Agility
• PwC, How to build an agile foundation for change, Feb 2008
• xPlane, DNA of Change: Design Principles for Organizational
Transformation
24

PMI Agility Factors
• To forge that agility, successful
organizations are aggressively reshaping
their culture and business practices on a
three-pronged front:
– Rigorous change management to better
adapt to shifting market conditions
– More collaborative and robust risk
management
– Increased use of standardized project,
program and portfolio practices
25
PMI® 2012 Pulse of the Profession™ In-Depth Report: Organizational Agility

Accenture Agility Factors
• An adaptive operating model
• Strategic insight into human capital
• Nimble workforce redeployment through
rapid re-skilling
• Improved responsiveness through open
collaboration
• Flexible talent management systems and
processes
• Leaders as drivers of change
• Managing change as a core capability
• Analytics to create insight and understanding
• An adaptive culture
26
Accenture, Cheese, Silverstone, Smith, Creating an agile organization

PwC Agility Factors
• Anticipating the future and planning for
business opportunities.
• Simplifying and integrating business
activities so they can be analyzed for cost
and value.
• Focusing on innovation within the existing
boundaries of their businesses.
• Integrating new business capabilities
continuously, rapidly, and cost effectively.
• Managing change through people.
27
PricewaterhouseCoopers, How to build an agile foundation for change

xPlane Agility Factors
• Clarity
• Inspiration
• Visual alignment
• Co-creation
• Action
• Transparency
• Harmony
• Resilience
28
xPlane, DNA of Change: Design Principles for Organizational Transformation

Daryl Conner’s Nimble Attributes
• INTENTIONS: Nimble organizations have established, specific goals
around building nimbleness.
• Environment—LEADERSHIP: The guidance provided by key
executives across an organization can significantly contribute to or
impede organizational nimbleness.
• Environment—CULTURE: Well-established mindset and behavior
patterns support the effective execution of change initiatives.
• Environment—ROLES: Nimble organizations incorporate the
capabilities needed to perform change-related roles into their hiring,
job assignments, performance management, and development.
• Application—PORTFOLIO: Nimble organizations effectively manage
the overlapping demands of multiple change initiatives.
• Application—IMPLEMENTATION: Nimble organizations implement
each critical change systematically and effectively.
• RESULTS: The nimble organization consistently executes change
quickly and effectively enough to address the challenges it faces in
moving toward its intended purpose.
29
Daryl Conner, The Characteristics of Nimble Execution, Dec 20, 2010

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