{"id":5018,"date":"2016-06-16T09:00:15","date_gmt":"2016-06-16T07:00:15","guid":{"rendered":"https:\/\/staging.alainveuve.ch\/3-reasons-why-you-should-transform-your-company-into-an-agile-enterprise\/"},"modified":"2016-06-16T09:00:15","modified_gmt":"2016-06-16T07:00:15","slug":"3-reasons-why-you-should-transform-your-company-into-an-agile-enterprise","status":"publish","type":"post","link":"https:\/\/www.alainveuve.ch\/en\/3-reasons-why-you-should-transform-your-company-into-an-agile-enterprise\/","title":{"rendered":"3 reasons why you should transform your company into an “agile enterprise”"},"content":{"rendered":"

In a widely read article on the subject of agile companies<\/a>, I stated that I believe that agile companies are the organizational form of the digital age. That was a while ago and the more I think about it, the more correct and important I find it. It’s about nothing less than the reorganization of larger companies. <\/p>\n

<\/p>\n

(Reading time: 3 minutes)<\/em><\/p>\n

Being able to react to changes<\/h3>\n

New technology is changing user behavior in ever faster cycles<\/a>. This means that the market environment of every company is changing in much shorter periods of time. In order to be able to respond to these market challenges in the form of new and\/or modified products, it is necessary to be able to keep up with these changes. In rigid and “silo-based” organizations, change processes take forever. <\/p>\n

\"\"<\/p>\n

It is also typical that new requirements tend to be ignored<\/a> in traditional hierarchical organizations. Quite simply because responsibilities are traded and negotiated and there is too little communication. Everyone cultivates their own garden. <\/p>\n

An agile company can react more quickly to new market conditions by addressing them more quickly and initiating a renewal process. Ideally, it is in a permanent process of renewal. <\/p>\n

Being able to unite the best employees in the company<\/h3>\n

I also observe that traditionally organized companies are able to employ fewer and fewer really good people. Really good people usually become self-employed, set up a company or work in a company where they can develop beyond internal structures and politics. <\/p>\n

So if you organize your company into teams that can organize themselves for the most part and make decisions independently, your company will become fundamentally more interesting for good employees. If you then give your employees additional freedom, for example in organizing their work and\/or time off or in choosing their actual work, your employees will be more motivated and loyal. <\/p>\n

In addition, these employees will talk about your company in your network. A good employee’s network is known to be the best recruiting “source”. I am not saying that the recruiting of specialized employees will go by itself. But it will be much easier. <\/p>\n

Save costs<\/h3>\n

You probably wouldn’t have expected that point here. The more I learn, the more I realize that an agile company also brings significant cost savings. <\/p>\n

The reason for this is simple: there should be no middle management in an agile company. What there can be in large companies, for example, are site managers and local management teams. I think there are probably 3-6 people in a “management function” for every 300 people. Management in the sense of agile management primarily means supporting employees in problematic situations. <\/p>\n

The math is quickly done. In a traditional organization, you would probably form 30 groups of 10 people each and put a leader in front of each group. As this person then has\/has to have official management experience, they will be able to book a salary increase of around 20% compared to their colleagues. You will therefore have 6 FTE more costs on the payroll. <\/p>\n

However, the indirect, hidden costs carry much more weight than the obvious direct costs. This is because in an organization with a middle management of around 30 managers – you are welcome to divide them up differently – there is a lot of reporting and communicating to be done. If each manager only has one formalized report meeting per month, that’s 30 meetings. You know better than I do that it doesn’t stop there. <\/p>\n

In addition, tasks are delegated downwards and decisions upwards. This creates a huge coordination effort. And room for all kinds of misunderstandings. <\/p>\n

Ensuring long-term viability<\/h3>\n

Of course, there are many other reasons why you can make progress with an agile organization. At its core, however, it is about being able to build a powerful organization that is as little concerned with itself as possible. In which people can develop better and enjoy their work. Through the aspects of the agile company, you create short paths, personal responsibility, broad-based decisions and a constructive, motivating and generally positive climate. This keeps your company agile and adaptable. <\/p>\n

Artikel auf Social Media teilen:<\/p>\n<\/div>

<\/div>