7 Steps to Boost Corporate Agility

Digital transformation, just like any other business initiative, necessitates a solid basis upon which to develop. Some ways to improve your company’s competitiveness and overall performance include modifying and revamping your IT systems, as well as enhancing your business processes. Contrary to what many business owners believe, planning a big shift and pushing your staff to use clunky legacy programmes won’t succeed – employee morale and performance would suffer as a result. So, how do you encourage the workplace to become more agile?

What is Workplace Agility?
The ability to act efficiently, smoothly, and cohesively in the workplace can be defined as workplace agility. The efficiency of the business is not compromised when more workers operate remotely or as part of a hybrid model, which has become the new norm since the outbreak of COVID-19.  In fact, unless working with strictly confidential databases, employees should be able to work remotely, at any moment, and in any manner they choose. From communication suites to virtualized workspace environments, there are a vast number of tools that help you provide staff with the resources they need.

Creating a flexible, scalable workplace enabled and funded by information technology is at the heart of what workplace agility means. So how do you get started?

Build Stable Autonomy
Building the agility of your company starts with motivating members of staff at all levels to address challenges on their own. Commonly, managers tend to decide what tasks should be focused on, how projects must be done, and end up imposing more restrictions that hinder their team’s capacity to respond to the surrounding, ever-changing environment. To be more agile, you need to motivate your workers to tackle challenges efficiently and test out new ideas without asking for approval.

Establishing a sense of stable autonomy may become a struggle, as stability and autonomy are frequently viewed as competing powers. To do this, you must set very clear objectives and inspire your staff to do all they can to accomplish them. Your staff should not hop through hoops in order to get authorisation for work. It is their duty to maintain client satisfaction, and so they should take extra steps to accomplish this without the need for permission.

Establish Role Clarity
Your individual workers need to be well aware of what KPIs they are responsible for and the number of measures that they can take to accomplish them. Many managers cannot build this vital consistency by assuming their workers know what to do. In a survey, Gallup revealed that just under half of workers completely understand what they are required to do at work. This lack of understanding regarding the various roles in the workplace hinders strategic versatility.

To avoid this, each employee must be assigned a set of clear objectives, provided with a schedule and budget to achieve them (if required), and must be aware of the things they should avoid doing too. taking account of these criteria, offering them the autonomy to meet their targets – and to try creative new ideas while keeping track with deadlines – will boost the company’s overall agility. In order to keep responsibilities clear, check periodically with your staff to see if they are on board and confident about their jobs.

Maintain a Collaborative Learning Culture
Most individuals lack the know-how to solve unforeseen situations themselves. Agile environments allow workers to work with experts outside their staff in order to maximise operational performance. This not only resolves issues quicker, but builds a better atmosphere as workers are linked to several areas of the organisation.

Having a healthy atmosphere that encourages workers to learn from mistakes motivates them to find new strategies that promote the company.

Autonomy and clarification of responsibilities allow workers to adapt efficiently to their challenges. It is, nonetheless, a collaborative community of learning that inspires people to act and create new solutions.

Reward Success and Learn from Failures
Although every good culture has unique ideals and characteristics that make it exceptional, all agile leaders embrace a few core elements: rewarding success and overcoming failure.

Everybody at work is eager for affirmation. When supervisors also applaud those that proactively find solutions to challenges, decide on matters quickly as well as show resilience in several respects, they are reinforcing the employees’ ability to respond to shifts and to solve problems continuously.

Agility needs staff to pivot and try new ideas regularly. Undeniably, some modern methods will probably fail. However, in order to promote agility in the face of error, managers should help employees learn what went wrong and exchange ideas with the team to strengthen their activities.

Skills and Expertise Aren’t Everything
A frequent error that recruiting managers make is the disqualification of applicants who may not have the full range of credentials or experiences to do the work required. Although various positions demand various levels of skill and experience, it is easy to underestimate how much can be gained on the job.  Agile workers can provide enormous benefit with their ability to learn the necessary information and habits that make the overall process of learning much easier.

Employ people who demonstrate a tradition of transparency and candour; training them would be much easier to extend their skills continuously in a changing working environment.

Offer Training
It can be difficult to train for an abstract result such as agility. Agility for workers is a soft skill that requires a new approach to traditional skills than learning.

Agility involves encouraging an openness ethic and cultivating wide-ranging skills. Provide cross-training so that workers can learn various roles from their particular job. To be agile, workers require constant training and learning opportunities and feedback on the field.

Ensure each employee knows the company’s wider aims and priorities, and how their roles relate to the broader image of the corporate plan. Be transparent about ongoing improvements and being open to suggestions and input from staff will contribute to this. Additionally, make sure you can explain the effects of corporate agility on the firm and on each person’s success.

Give Feedback
The agility of employees directly promotes corporate agility, and vice versa. It is critical to implement an infrastructure that enables workers in this system to expand.

To develop a community that encourages worker agility, a lot of common hurdles have to be overcome. Employee responsibilities must be established and fluid in order to make room for transition. The workers would require daily reviews rather than conventional quarterly reports to continuously boost their efficiency.

Conclusion
A high level of employee engagement and enthusiasm is required to excel in digital transformation. Agile staff are better suited for transition so they can dive into the unexpected, seize new challenges, acquire new abilities and persevere in the face of defeat. So employ, train, and award workers with employee agility in mind, and you will see the payoff of your success in digital transformation.

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