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Discussion Prompt: Why Change to Enterprise Agility?
The purpose of change is the need to make improvements and get the organization to the next level of productivity. This takes place multiple times as the company outgrows the previous processes that were the saving grace of the last challenges faced by the company. This cycle of creative destruction is necessary as it leads to growing to the next levels.
The change must be necessary for the removal of bottlenecks, limits to process, or anticipation of new challenges coming to the organization.
In this session, we will discuss how to find changes in the organization and capitalize the enterprise agility to enhance what is already an established process, the need for change and how to propose it to the leadership who will give you the resources, the teams who will become the new process, and the dangers of moving into enterprise agility.
In a review of the 2019 KPMG report, graphics showed only 10% of companies are Agile at the enterprise; 30% plan to be there by 2023.
As you prepare for this week’s discussion, research why an organization would want to transition to Enterprise Agility then answer these questions about your company and your research:
Are you happy with your company’s status quo or would you like to see changes? What changes would you suggest and why?
Is your company limited by the hierarchy or considering dual operating systems principles?
What did you discover about why companies want to change to Enterprise Agility? Is the 30% a reasonable goal? Why or why not?
Take at least one of the questions in the biblical perspective and apply a personal example to how this perspective plays a role in your life.
Biblical PerspectiveBiblical Perspective
Do you wonder what Job might have to do with Enterprise Agility? Read on and find out.
God and Satan create an objective unknown to Job.
Job is given a task without his knowledge or understanding.
Has this ever happened to you?
Read Job 1:6–12.
Reflect on the following within the context of Job.
Have you ever had directives you did not understand?
Agile does not require knowledge or understanding of decisions made above your level of management, just understanding that you will plan and deliver the requested results of those above.
How do OKRs provide guidance without understanding?
Would OKR and other “Story” types used to provide the project and results requested have helped Job?
How does Job deal with the current culture of his time?
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