AGILE ANARCHY IS THE NAME OF THE FUTURE

To build agile organizations you must understand human relationships.

1. Change> Transform Your Approach to Transformation

This technical note explores some aspects of management and organizations in an era that has been called “a constant state of transformation.” In fact, we may have waited too long to start the process of transformation, and now is the time to modify our approach. We need to put people first, and approach digital technology from the perspective of reality, beyond merely a digital or virtual reality.

Management should focus on helping people connect with what they do and develop a strong sense of purpose, encourage them to give it their all, provide them with what they need in their professional journey and build a culture of constant learning, while also ensuring that leadership keeps up with the times.

Since the future is decided by our actions today, there’s no time like the present to renew the ways in which “individual + team x organization” operates. Perhaps we should adopt the idea of distributing power and simplifying the organization as general criteria, with a helping of flexibility to respond quickly to client and employee needs in a market and environment that are “always in transformation.” The logical next step is a culture of agility.

The present technical note is based in this context to address the following questions: How are organizations and work methodologies changing? And how are agile companies implementing these changes?

2. Change Is Already Here

Some stories repeat themselves. The multimedia product development teams of a telecommunications company, working with the help of a small group of consultants, began to grow from 2012, following a rise in market demand for their products. At that time, the working groups did not use any clearly defined development processes; the only specifications came from commercial management, which assigned the functions and deadlines for delivering the product to the customer. The teams worked as they thought best, and although development was chaotic, product specifications were accomplished on time. However, as the organization began to grow, there was a need for a more orderly process that would reduce the time needed to launch a product to the market. As demand increased, new competitors appeared and delivered products quickly, at very competitive prices. The company was unable to reach all of its potential consumers due to these inefficiencies: development deadlines were longer and difficulties arose in completing the required specifications. Employees became very stressed .

There is no doubt that such dynamism and rapid market changes are causing companies to worry about their agility in adapting to external threats