Developing the Agile Workforce

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the bridge, ltd

What can you do to develop a team flexible enough to thrive in today's fast changing global environments? Check here!

Leadership & Management

DEVELOPINGTHE
AGILE WORKFORCE
Dr. R. GrantTate
the bridge-ltd
grant@mybridgeonline.com
434-466-4655
www.mybridgeonline.com
1

WHAT IS
ORGANIZATIONAL AGILITY?
• The capability of a company to rapidly change or
adapt in response to changes in the market.1
• The capacity to identify and capture
opportunities more quickly than rivals do.2
2
1. http://www.slideshare.net/gamalarafa/organizational-agility-18226022
2. http://www.mckinsey.com/insights/managing_in_uncertainty/competing_through_organizational_agility

AGILE ORGANIZATIONS
• Strategic awareness
• Aligned leadership
• Resource ﬂexibility
• Agile workforce
Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game, by Yves Doz and Mikko Kosonen. Copyright © 2008 by Yves Doz and Mikko Kosonen.
Published by Wharton School Publishing, a Pearson Education Company.
3
Requirements

WHAT CAN LIMIT AN
ORGANIZATION’S AGILITY?
Bad information systems
4
Ineffective IT
Size
Job descriptions
Excessive controls
External/internal regulations
Inefﬁcient organizational structure
Passive workforce

5
Organizational model
Operations
Layer
Process
Layer
Agility built on  
solid processes.

6
Core Skills &Training
TeamTraining
SpecializedSkill
SpecializedSkill
SpecializedSkill
SpecializedSkill
SpecializedSkill
SpecializedSkill
SpecializedSkill
THE AGILETEAM
Dare the Impossible
-- Achieve the Extraordinary

THE AGILETEAM
7
• Clear, unambiguous objective
• Total alignment
• Members capable of
independent action as
necessary
• High degree of trust

We use a set of
assessments
developed and
validated by
Innermetrix, Inc.
There are three
parts:
DISC,
VALUES
ATTRIBUTE
INDEX
9

THE DISC ASSESSMENT
Decisive
Interactive
Stabilizing
Cautious
10

High S and C scores indicate less agility

SCATTER PLOT OF ATEAM
13
This team is high 
on caution and 
stability.  
Not agile.

15
High Regulatory scores
indicate less agility

STRATEGIES FOR DEVELOPING AN
AGILE WORKFORCE
• Hire Agile people
• Train everyone in foundational skills
• Set clear goals and objectives
• Breakdown silos
• Choose ﬂexible executives
• Choose agile organizational styles
• Set minimal HR rules, i.e. Job Descriptions
17

FOR MORE INFORMATION
Dr. R. GrantTate
the bridge-ltd
grant@mybridgeonline.com
434-466-4655
www.mybridgeonline.com
18

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Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability. Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go. The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it. Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)

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Developing the Agile Workforce

1. DEVELOPINGTHE AGILE WORKFORCE Dr. R. GrantTate the bridge-ltd grant@mybridgeonline.com 434-466-4655 www.mybridgeonline.com 1

2. WHAT IS ORGANIZATIONAL AGILITY? • The capability of a company to rapidly change or adapt in response to changes in the market.1 • The capacity to identify and capture opportunities more quickly than rivals do.2 2 1. http://www.slideshare.net/gamalarafa/organizational-agility-18226022 2. http://www.mckinsey.com/insights/managing_in_uncertainty/competing_through_organizational_agility

3. AGILE ORGANIZATIONS • Strategic awareness • Aligned leadership • Resource ﬂexibility • Agile workforce Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game, by Yves Doz and Mikko Kosonen. Copyright © 2008 by Yves Doz and Mikko Kosonen. Published by Wharton School Publishing, a Pearson Education Company. 3 Requirements

4. WHAT CAN LIMIT AN ORGANIZATION’S AGILITY? Bad information systems 4 Ineffective IT Size Job descriptions Excessive controls External/internal regulations Inefﬁcient organizational structure Passive workforce

5. 5 Organizational model Operations Layer Process Layer Agility built on   solid processes.

6. 6 Core Skills &Training TeamTraining SpecializedSkill SpecializedSkill SpecializedSkill SpecializedSkill SpecializedSkill SpecializedSkill SpecializedSkill THE AGILETEAM Dare the Impossible -- Achieve the Extraordinary

7. THE AGILETEAM 7 • Clear, unambiguous objective • Total alignment • Members capable of independent action as necessary • High degree of trust

8. THE AGILE INDIVIDUAL 8

9. We use a set of assessments developed and validated by Innermetrix, Inc. There are three parts: DISC, VALUES ATTRIBUTE INDEX 9

10. THE DISC ASSESSMENT Decisive Interactive Stabilizing Cautious 10

11. 11

12. High S and C scores indicate less agility

13. SCATTER PLOT OF ATEAM 13 This team is high  on caution and  stability.   Not agile.

14. THEVALUES ASSESSMENT 14

15. 15 High Regulatory scores indicate less agility

16. SCATTER DIAGRAM OFVALUES 16

17. STRATEGIES FOR DEVELOPING AN AGILE WORKFORCE • Hire Agile people • Train everyone in foundational skills • Set clear goals and objectives • Breakdown silos • Choose ﬂexible executives • Choose agile organizational styles • Set minimal HR rules, i.e. Job Descriptions 17

18. FOR MORE INFORMATION Dr. R. GrantTate the bridge-ltd grant@mybridgeonline.com 434-466-4655 www.mybridgeonline.com 18

Developing the Agile Workforce

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