Agility to action: Operationalizing a value-driven agile blueprint

To successfully transition to an agile operating model, business leaders should focus on four questions.

 
Over the past few years, many companies have sought to be more agile by reconfiguring their organizations into small, cross-functional teams. In most cases, such exercises start with a pilot, in which employees from across the organization come together to work on a common mission. Such missions might include a bank building a product for its customers, a retailer tailoring an assortment for shoppers, or a fast-food chain implementing a plan to comply with changes in labor regulations in a specific country.

Moving beyond individual teams to implement an agile operating model requires that missions are loosely coupled but tightly aligned; teams should be able to execute their missions with minimum dependencies while ensuring the overall organization is geared toward generating value. Establishing such an operating model is intimately tied to the organization’s strategy and how it creates value. The process involves a blueprinting phase, in which an organization’s means of generating value for customers are mapped in a series of value streams, against which the operating model is then structured (Exhibit 1). While most organizations can design a logical blueprint, they struggle to understand and manage its implications.

Συνέχεια ανάγνωσης εδώ

Πηγή: mckinsey.com