Strategic agility is a new vision of business management that motivates companies to make their processes more flexible. The intention of agility is to give companies the ability to adapt to a changing and dynamic environment. The businesses of the future face processes of constant innovation and revolution. Companies must know that competitiveness is not permanent. Being constantly active in the market implies greater use of creativity and responsiveness to customer demands. Agility as a strategic practice imprints effectiveness and efficiency on the organizational structure. Flexibility means doing things “as quickly as possible”, “with the highest creativity and quality”, “in a simple and practical way”. It is, among other things, an arrangement of work teams that eliminates bureaucracy. Haven't you read the first part of this article yet? Learn everything about agility in the first part. We give you a detailed definition and its characteristics. Click to understand what strategic agility consists of.
On this occasion we want to share with you Italy Telegram Number Data other very important things: what it means to assume agility as part of the organizational form of a company and how it works alongside strategic planning processes. Strategic agility: how it works Strategic agility works based on three fundamental criteria. These criteria have directly to do with the strategic or planning sense of the company. The motivation or integration of human talent and, finally, with the operational capacity or resources we have. Let's start the review of these main points! The strategic sense The strategic sense refers to how companies assume the operation or the response they give to each requirement. It is precisely about specifying how we are going to function or how we are going to operate. Generally every company is organized hierarchically, by departments or sections. This helps maintain internal order and delegates responsibilities and tasks.
A truly agile strategic sense will speed up decision-making, take advantage of the value of opportunities and take advantage over the competition. Unlike bureaucratic organizations, strategic agility does not unnecessarily delay important decisions. It also does not allow internal processes to be affected by hesitations or lack of clear guidelines. We must say that although agility means acting quickly, this does not imply that decisions are made lightly, without a process of analysis. Strategic sense prepares companies to accelerate their processes, but also to act efficiently “Do the right thing” for the business. It is, then, about improving the level of performance in quality and quantity. Motivation of the work team As we mentioned previously, agility as a strategy gives greater relevance to collective work, to the disposition of people and their actions. Within organizations, people, their knowledge, attitudes and skills make the difference in the quality of a company. Beyond the level of technology available.