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

Learnings


The following are the key takeaways gained from experience in facilitating enterprise-level change.

People do not resist change

A commonly held belief is that, in general, people's instinct is to resist change. What is supposedly seen as resistance is actually people's reaction to the potentially negative impact of change on them. It is therefore obvious that if people believe that the change is beneficial for them, they will not react negatively toward it.

It can thus be concluded that resistance to change is a myth. It can also be inferred that the so-called resistance is just a symptom of an underlying problem.

Some of the causes of resistance include the following:

  • Disappointment and resentment about not having a voice in shaping the nature of change

  • Processing information about the change selectively, influenced by past bad experiences and mental models

  • Uncertainty, leading to insecurity, about how the change will impact them

  • Realization that the change will expose their incompetence...