Héctor Infer, founding partner of Transform Action, shares with us how to create agile organizations in the digital era Internet, digital platforms, social networks, applications of information technology and artificial intelligence are transforming and transforming the links we establish in our personal, work and social environments. The different publics of interest of the companies are adopting a «digital lifestyle» without asking for permission from the companies … Consequently, companies must reinvent their strategies to adapt to the change of habits of their customers and users. Most organizations on the planet are making the «adaptive changes» that will allow them to move from «conventional organizations» to «agile organizations». To ensure their sustainability in business scenarios characterized by volatility and uncertainty and in complex and ambiguous operating environments, organizations focus on transcending the values ​​that made them efficient in the past and activating the 4 values ​​that will transform them into «organizations» agile.» ¿What cultural changes propose the four values ​​of the Agile Manifesto?

  1. Value people and their interaction more than processes and tools.
  • Agile organizations embrace diversity (without excluding or labeling) as a wealth for innovation and take advantage of the talent of its members to add value to their clients.
  • In conventional organizations the production is based on the technologies, the leaders consider that the quality of the result is a consequence of the processes and tools, rather than the talent and commitment of their teams.
  •  In conventional organizations, the compliance in the application of the processes allows to achieve extraordinary results with ordinary people, however, in agile organizations seeks to activate commitment, creativity and innovation to make a difference in a VICA World (volatile, uncertain, complex and ambiguous).
  1. Value what works better than exhaustive management documentation.
  • In agile organizations, anticipate how the final product will work, observing previous prototypes, offering a stimulating and enriching feedback that generates ideas that are impossible to conceive at first.
  • Agile organizations eliminate documentation with exhaustive information because communication through documents does not offer the richness and value generated by direct communication between people.
  • In conventional organizations, leaders and teams communicate through documents, which in addition to hiding the richness of the interaction between them and the product, create bureaucratic barriers between departments.
3. Value collaboration with the client more than contract negotiation.
  • To optimize their products and services, agile organizations take advantage of the feedback of customers & users and use collaborative processes of dynamic renewal and continuous improvement of their products and services.
  • This way of thinking and acting of agile organizations is relevant in a VICA business scenario and when unstable circumstances are foreseen in the operating environments of the company.
  • In agile organizations a close relationship of collaboration with the client is created, more than a contractual delimitation that produces a distant relationship.
  1. Value more the response to change than following a plan.
  • In agile organizations, it is sought to develop products in a scenario of unstable requirements, for it, it is much more valuable the ability to respond to changes than the ability to track plans.
  • The main values ​​of agile organizations are the anticipation and adaptation to «do more and better with less», instead, conventional organizations focus on planning and controlling to avoid deviations.
  • In conventional organizations, many people use their talent to maintain or restore the conditions of the past. In agile organizations, many people use their talent to co-create the future of their company.
It is clear that adopting the values ​​of agile organizations implies making an «evolutionary change» regarding the values ​​and behaviors that characterize the culture of conventional organizations. This change implies leaving behind the forms of «thinking and acting» that both leaders and teams of conventional organizations have applied and reinforced for many years. The various methods used by «conventional organizations» to transform themselves into «agile organizations» are providing us with very significant learning to speed up the processes of Digital Transformation:
  • The change is not achieved with information: communicating the new strategies, together with the values ​​and methodologies that sustain them, is insufficient to update the ways of «thinking and acting» of the leaders and teams of the organization.
  • Without personal change, there is no organizational change: a strategy will be as good as the quality and agility with which the leaders and teams of the organization put it into practice and the clients and public of interest of the company perceive it.
  • The change is evolutionary: leaders and teams aligned with the values ​​of conventional organizations will resist the activation of the values ​​that characterize agile organizations and the deactivation of the values ​​that characterize conventional organizations.
  • The change is systemic: to create an agile organization it is necessary to update the ways of «thinking and acting» of all the members of the organization and the links that they establish among themselves, with the clients and with the different publics of interest of the company.
It is evident that the Digital Transformation must be focused as a Process of Systemic Cultural Transformation.
  • Process: Because it takes time, because they are not pills and because it is developed through a series of articulated activities to consolidate the evolutionary changes.
  • Cultural Transformation: Because the alignment of people and organizational processes is achieved through the activation of new values ​​and collective behaviors.
  • Systemic: Because the activation of new values ​​and collective behaviors is consolidated «with and through» the leaders and teams of the organization.
The following links describe the programs that allow acquiring the Models and Tools that allow implementing Processes of Systemic Transformation in organizations:
  • Diagnosis of Cultural Vales, Tools to identify the lines of action that allow to align the desires of change of the members of a conventional organization with the values ​​that allow creating teams and agile organizations.
  • Processes of Systemic Cultural Transformation, Tools to promote the change in the ways of «thinking and acting» of Leaders & Teams, through projects and initiatives that are implemented «with and through» of all the members of the organization.
  • To facilitate the evolutionary changes, to update the values ​​and behaviors of the Leaders and Teams of the organization and to deactivate the values ​​and behaviors of the conventional organizations that no longer contribute value in the new economy.
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