Book Image

Enterprise Agility

By : Sunil Mundra
Book Image

Enterprise Agility

By: Sunil Mundra

Overview of this book

The biggest challenge enterprises face today is dealing with fast-paced change in all spheres of business. Enterprise Agility shows how an enterprise can address this challenge head on and thrive in the dynamic environment. Avoiding the mechanistic construction of existing enterprises that focus on predictability and certainty, Enterprise Agility delivers practical advice for responding and adapting to the scale and accelerating pace of disruptive change in the business environment. Agility is a fundamental shift in thinking about how enterprises work to effectively deal with disruptive changes in the business environment. The core belief underlying agility is that enterprises are open and living systems. These living systems, also known as complex adaptive systems (CAS), are ideally suited to deal with change very effectively. Agility is to enterprises what health is to humans. There are some foundational principles that can be broadly applied, but the definition of healthy is very specific to each individual. Enterprise Agility takes a similar approach with regard to agility: it suggests foundational practices to improve the overall health of the body—culture, mindset, and leadership—and the health of its various organs: people, process, governance, structure, technology, and customers. The book also suggests a practical framework to create a plan to enhance agility.
Table of Contents (23 chapters)
Enterprise Agility
About Packt
Forewords
Endorsements
Contributors
Preface
Other Books You May Enjoy
Index

Enabling behavior changes


The following measures can be helpful in enabling change of behaviors towards achieving the intended outcomes.

Align the metrics

"Tell me how you measure me and I will tell you how I will behave".

– Eliyahu Goldratt [xvii]

This quote highlights the significance of metrics on influencing behavior. Expecting different behavior is futile if the way people are measured continues to reward nonaligned behaviors, for example, if the expected behavior is that people should collaborate but rewards are given to people for individual level outputs, it is futile to expect people to collaborate.

Similarly, if the expected behaviors are punished or discouraged, it is obvious that people will not exhibit those expected behaviors, for example, if the expectation is that people should innovate through experimentation but any failure is punished, it is again pointless to expect people to experiment.

While fair monetary compensation is important for everyone, providing direct monetary...