"We're agile now - we use Kanban boards in our offices."
This is a typical example of statements you might overhear when asking about a company’s agility. However, people (employees and bosses alike) often fail to notice the difference between “doing agile” and “being agile. If employees use agile working methods but do not free themselves from rigid hierarchical thinking, they are not really agile.
The transformation into an agile company can only be successful if all business units work agilely. Therefore, creating clear target definitions and a comprehensive vision is mandatory/necessary. A self-critical attitude is also important in the process.
The Future Organization Report 2019 by Campana & Schott and the Institute for Information Systems at the University of St. Gallen states that 30.5% of managers rate their company as very agile. Only 21.7% of employees agree. A big difference. What appears to be missing all too often is a pathway and a clear definition of what an agile mindset entails. Lacking these essential components, the agile transformation is bound to fail.
If you would like to know how to implement agile ways of working sustainably in your company also at scale, take a look at our campus or contact us.