Agility and Change Management

It is very likely that in recent times we have wondered if our
organization is in a position to face a transformation process, or if it is
the right time to do it. However, there is no time to continue
evaluating it: the options seem to be to transform or disappear. Assumed this
new reality, then our concern will be on how to avoid being
part of that 90% of companies that, according to some studies, are not
satisfied with the results they obtained or are obtaining in their process of
transformation. Much of the transformation processes must go through more
the human and cultural than the technological, otherwise, the success of the
transformation may be affected. Thus, taking certain precautions,
following some recommendations, and executing action plans, the companies
will be in a position to face it, minimizing the problems associated with a
cultural transformation.
Today there are the necessary tools to evaluate the business agility of
fast and objective way, also to know where we have areas of
opportunity to focus on improvements, both individual and team,
and thus be prepared to start or continue the main objective: The
transformation of the company and the path to the digital directory.
According to a study carried out by “The Economist”, “only 24% of the projects of
transformation and innovation turn out to be successful ”. But why? For what is this
this low success rate?
Although a project can meet the proposed objectives, the times
stipulated and defined budget, it may not be successful. The inefficiency in
Managing impacted people affects the success of projects on a large scale.
The whirlwind of day to day and looks fixed on meeting times, sometimes prevents,
glimpse the importance of managing both emotions and resistance
of the people who are part of a transformation project. The where
let's go and what change we want to achieve must go hand in hand with commitment,
participation and involvement of all those who are part of that change. There are
keep in mind that it is people who contribute strongly to a
practice or project whether or not it is successful. Another aspect that companies
should incorporate are agile methodologies since, the higher the level
of agility, the easier it will be to propagate, promote, and enhance the transformation towards the rest of the organization.
Now, can a survey be carried out that tells us at what level of
agility is a company and its management team, also receiving suggestions
or recommendations that could be followed before embarking or redirecting a
change process? The answer is Yes, since a survey can be done that
consists of three stages:
1. An analysis of the Strengths, Weaknesses, Opportunities and Threats of the
company, understanding its business strategy, its organizational structure and its
information systems.
2. Individual interviews and psychotechnical tests of the executive team.
3. Preparation of a final report, which indicates the agility index of the company and
your management teams, and recommendations to optimize agility business.
Subsequently, a final report is developed containing a qualitative opinion and
quantitative on how we see the company in the six pillars of agility:
self-awareness, results, leadership, mental, interaction, and change, which
they will be analyzed together with their associated subpillars. This survey and analysis
of the agility levels will provide us with metrics and then provide suggestions for
possible action plans focused on those points where there are areas of
opportunity both individually and for the team as a whole. The second
part of the report seeks to put in black and white the current situation of the company
at various critical operational points such as its methods and
corresponding associated agile tools: level of utilization of their systems
information, or how the organization takes advantage of new technologies.
The report will conclude with an opinion on the organizational structure with
relation to improving agility to better face the transformation process
expected. In search of the best results and as a crucial enabler,
we find in change management a lever for integration, active listening and
co-construction with the different stakeholders, enhancing involvement and
the participation of work teams. Change management is the ability to
accompany the human side of the implementation of projects, mobilizing
people to achieve the expected and beneficial results of the
cultural transformation. Agile change management is obtained in the development and
implementation of a strategy that deals with working efficiently and following
a simple and iterative plan, with a flexible and people-centered approach.
Accompany the start-up with the agility evaluation and the management of the
Change makes the difference between success or failure, depending mostly on
how the transformation process is managed in the organization

Adrián Blanco

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