2016: MBASkool.com wrote about the Characteristics of an Agile Organisation. They defined an ‘agile organisation’ as ‘the one that is quick in responding to changes in the marketplace or environment.’

2018: Mckinsey.com wrote about ‘The Five Trademarks of Agile Organisations.’ They highlighted how such organisations add velocity and adaptability to stability, creating a critical source of competitive advantage in volatile, uncertain, complex, and ambiguous (VUCA) conditions.

Drivers for agility

Becoming Agile is not a Big Bang and requires top-down
support to meet existing bottom-up initiatives and
eagerness…  Agility does not happen overnight, leaders should take sufficient time to transform their organisations harnessing the already existing knowledge and initiatives across the organisation.

KPMG's Global Agile Survey 2019

The Covid-19 pandemic was a defining moment for the global economic future, exposing its vulnerabilities to diseases and pandemics. We have observed how agile organisations learn rapidly, transform their businesses and deliver valuable products and/or services to meet the customers’ needs. Undeniably, some big innovations often require a different way of thinking, a mindset shift.
How could any organisation transform themselves quickly to be agile? I suggest that our leaders lead by example and adopt the following mindset shifts from

Living a Legacy
  • Scarcity to Abundance – Wealth is not always about money. Make your people awesome by increasing their capability. Awesome people are inspirational; belief in their ability to create and change your current reality.
  • Limited to Unlimited – Limiting thinking and beliefs result in micromanaging. We end up limiting our achievements and losing our talents.
  • Competition to Excellence – Excellence is a quality that keeps you on top with your people; competition keeps you on top of people.
  • Management to Relationship is like focusing in the NOW vs focusing in the FUTURE

Agile is an attitude, not a technique with boundaries. An attitude has no boundaries, so we wouldn’t ask ‘can I use agile here,’ but rather ‘how would I act in the agile way here,’ or ‘how agile can we be here?’

Alistair Cockburn

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