Agility philosophy, necessary for the growth of organizations

Organizations have adapted to changes quickly in recent years, which requires a agile philosophy; The problem is that in Latin America only 32% consider to be mature to face situations of uncertainty and change, reveals the study Agility in Latin America 2022: from agile to Agility, by NTTData and MIT Technology Review in Spanish.

Frank Muñoz, director of the Agility unit at NTT Data Mexico, explained that companies are adopting the philosophy of agility and practices to have better results, even if this means change previous paradigms of culture, sales and processes. One of the most critical moments where this evolution was required was during the pandemic, when organizations, from one day to the next, changed their models.

“Many companies were filled with anxiety because they did not know how to work remote way. Not seeing each other face to face represented a problem, but it was achieved and even remains in many centers (36%) for having agility practices that allow transparency of results, metrics, product evolution, among other elements”, he said during the presentation of the study.

Although agility is usually related to the technology and innovation (44%), the philosophy is being implemented in other areas such as Human Resources (32%), marketing (30%), sales and customer service (19%) and finance (18%). Data & analytics also adds it (48%), even, in some cases, it is being considered in the legal part.

In the service to external customers (consumers) it has been observed that the philosophy 28% better experience; and in internal (collaborators) the commitment in the teams grows by 27 percent.

Although 40% rate agility with an A+, 32% have the maturity for any other contingency, and most are at an upper-intermediate level.

The challenges

When analyzing the challenges to change, it highlights the organizational culture with 72%followed by leadership style with 69%, silos between areas with 66%, bureaucratic processes with 62% and resistance to change with 61%.

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“Organizational culture continues to be one of the biggest blocks to agile integration, especially in the speed of acceptance, execution and adaptability of the new work frameworks”.

Furthermore, for the 57% of companies the challenge it will be the consolidation of an adaptable, sustainable and autonomous scaling model, and 53% talent management (recruitment, development and retention).

In the past, the budget allocation part was one of the biggest challenges because they had difficulties in designing a budget based on new objectives, in addition to the fact that it meant a change in the traditional processes of the companies, something linked to the resistance to change. The good news is that progress has been made on the subject and more and more budgets are allocated to the subject.

“In 2021, half of the companies surveyed had not changed their way of allocating the budget because they maintained a classic project allocation approach. Now the percentage has been reduced to less than 40% and Although we are still far from incorporating a value-focused budget allocation, we are moving away from the classic budgeting approach.”

Agile leaders

In order for the company to be able to transform, it must dedicate greater efforts to the leaders.

Any change requires high levels of leadership of people who inspire and lead the change. To do this, they must work on themselves and know how to change paths when required, and in the process, act with courage and resilience even though mistakes can be made. Those failures are lessons to continue evolving.

At the same time, leaders must develop your prudence and careknowing how to solve challenges that arise with ingenuity and grace, seeing all actions from a human perspective and knowing how to negotiate with those involved in the organization, because this way plans and results will be better presented.

To this, we must add that they must continue learning at all times seek constant evolution despite obtaining the expected results and above all have emotional intelligence, where the leader knows himself, listens to his emotions, has empathy and control over himself and others.