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GlobalReport
OrganizationalAgility
TheRoadmaptoDigitalAcceleration
TableofContents
AtaGlance
WhattheResearchTellsUs
RoadmaptoDigitalAcceleration
3
TheDigitalAccelerationImperative
COVID-19CementstheCaseforDigitalTransformation
CultureTakesaFrontSeat
5
HowtoBecomeanAgileOrganization
Plan,Continuously
ProvideReliableDataforReal-TimeDecisions
UpskillfromWithinandMasterNewWaysofWorking
MakeMetricsAgile
9
FinalWord:AgilityToday,ResilienceTomorrow
AbouttheResearch
17
AtaGlance
Theworldhaschangedirreversibly.Whatbeganatthestartof2020asahealthcrisishascausedeconomic,geopolitical,andsocialdisruptionunlikeanythingwehave
seenbefore.Businessleadersnowfaceaharsherrealityabouttheurgencyofdigitaltransformation,andorganizationsthatcanreacttoeventsquicklyandeffectively
haveneverbeensowellplacedtobenefit.Ourlatestglobalsurveyof1,024executivesshowsuswhythatisandhoworganizationscanadoptthesebehaviors.
WhattheResearchTellsUs
Digitalrevenuesdominate(andareaccelerating).Morethanone-thirdoffirmsnowexpectthat75%ormoreoftheirrevenuewillcomefromdigitalwithin3years.Thishastripledsince2019.
Smarttechnologyisdrivingdigitalgrowth.Theorganizationsthathavemadeprogressdeployingartificialintelligence(AI),machinelearning(ML),orroboticprocessautomation(RPA)aremorethantwiceaslikelytoreporthighlevelsofdigitalrevenueasthosethathavemadelittleornoprogress.
Changingtoolsiseasierthanchangingmindsandhabits.Whilemorethanhalfoforganizations(56%)saytheir
technologyiscompatiblewithdigitaltransformationgoals,just16%saythesameabouttheircompany’sculture.
Withoutadditionalemphasisonsuccessfullyadoptingnewtechnology,organizationsruntheriskofnotgettingthedesiredreturnsontechnologyinvestments.
Agilitybuildsresilience.Organizationsthatrespondedfastesttothepandemicaremorelikelythanallthe
otherstohaveembeddedagilecapabilitiessuchasdataaccessibilityandcross-functionalcollaboration.And,whenaskedwhatchangewouldmaketheirorganizationmostresilientinthefaceoffuturecrises,one-thirdof
leaderspointtoacceleratedratesofdigitalgrowth.
OrganizationalAgility:RoadmaptoDigitalAcceleration|3
RoadmaptoDigitalAcceleration
In2019,weanalyzedthe
keycharacteristics
offirmsthat
actwithagilityinordertounderstandwhatcapabilities
theyshareandwhyagilityunderpinsdigitaltransformationsuccess.Wefoundthatfivecapabilitiesmadethembetterplacedtounlockdigitalrevenuestreamsandreactto
externalmarketshiftsatspeed:continuousplanning,fluidstructuresandprocesses,developingskillsforthefuture,informedanddelegateddecision-making,andcontrolledmeasurementandguidance.
In2020,wehavesetouttounderstandhowfirmsareembeddingthesefivecapabilitiesinordertocreatearoadmapforothers.Wefindtheyfocusonthe
followingstrategies:
1Adoptsmarttechnologies
2Embedanadaptableculture
3Ensuredataaccessibility
4Developanalyticalandtechskills
5Empowercross-functionalteams
6Keepiteratingonthe“digital
accelerationimperative”
Thesesixstrategies,combinedwiththefivecapabilities,
forma“RoadmaptoDigitalAcceleration”thatbusiness
leaderscanusetodecidetheirowndigitaltransformationpriorities.Thinkofthecapabilitieswefoundinlastyear’sstudyasthedestination.Attheendofthisreport,we
providequestionsthatleaderscanaskthemselvesto
determinewheretostart.
Toarriveattheroadmap,thisreportbuildsonthe2019
studybyansweringtwokeyquestions:
?Howarefirmsembeddingthefivebest-practicecapabilitiestooperatewithagility?
?Whatbenefitsdoesagilityyieldforbusinesses
navigatingcrises,suchastheCOVID-19pandemic?
Digitalrevenuesare
accelerating:overone-
thirdoffirmsnowexpect
that75%ormoreoftheir
revenuewillcomefrom
digitalwithin3years.This
hastripledsince2019,whenjust1in10firmshadthe
sameprojection.
OrganizationalAgility:RoadmaptoDigitalAcceleration|4
TheDigitalAccelerationImperative
Thereisnownodoubtaboutit:digitaltransformationiscriticalforbusiness
survival.Against2020’sbackdropofeconomic,geopolitical,andsocialuncertainty,36%offirmsnowexpectthatthree-quartersormoreoftheirrevenuewillcome
fromdigitalwithin3years.ThishastripledbetweenJune2019andJuly2020.
Whilethepathtorecoveryisanticipatedtobealong
one,theexecutiveswesurveyedarealreadyreflecting
onhowtoprotecttheirfirmsfromfuturecrises.One-
third(32%)saythatacceleratingdigitalefforts—whetherbyincreasingdigitalrevenuestreamsoradvancing
digitaltransformation—isthenumberonechangethat
willimprovetheirorganization’sresilienceintheevent
ofafuturecrisis.Thisisfollowedcloselybyincreased
investmentintechnologytoaugmenttheworkforce(30%)andinvestmentincloudtechnology(27%).
Ourresearchalsopointstoalinkbetweentheuse
ofsmarttechnologies,suchasAI,ML,andRPA,and
thegrowthofdigitalrevenuestreams.The64%of
organizationsthatreportsomeprogressfromdeployingsmarttechnologiesaretwiceaslikelytoderive50%
ormoreoftheirrevenuefromdigitalthanthosethathaveyettodeploy.
OrganizationalAgility:RoadmaptoDigitalAcceleration|5
Acceleratedigitalefforts
Increaseinvestmentin
techtoaugmentworkforce
Investmoreincloud
technology
Improveaccessto
reliabledata
Increasetrustbetween
managementandteams
Increaseabilityto
innovateatscale
Movetoward
continuousplanning
Increasecross-functional
collaboration
Whichofthesearethemostimportantchangesyourorganizationneedstoensureitsresilienceinafuturecrisis?
30%
23%
23%
23%
32%
24%
24%
27%
COVID-19CementstheCaseforDigitalTransformationAsorganizationsflexinabidtofuture-prooftheirrevenuestreams,operations,andpeoplethroughouttheCOVID-19pandemicandbeyond,ourresearchillustratesthe
importanceofdigitaltransformation.
WeaskedfirmswhethertheywereequippedtorespondtotheCOVID-19pandemicatspeedandscale.Provingthatnecessityisthemotherof(re)invention,alargemajority
(73%)saytheywereequippedtorespondfastwhen
thepandemichit.Throughoutthisreport,wecallthese
businessesthefastresponders;theremainingfirms,the
slowresponders.Thesecondpartofthisreportshowsthatthesefastrespondersreporthigherlevelsofprogressinallareasofagilitycoveredbyour2020study—aswellas
higherdigitalrevenuegrowth.
Whatdoesthewayinwhichthesefirmshaverespondedtothepandemicmeaninpractice?Forsome,ithas
vindicatedtheireffortstobecomemoreagile.“Our
organizationwasabsolutelyready,whichwasthefirstbigbenefitofbeingagileatthispointintime:tobeupandrunningatfullthrottleworkingfromhome,”saysMicheleUngaro,chiefdevelopmentofficeratglobalprofessionalservicesfirmAon.
Forothers,thepandemichasreinforcedtheneedto
executeontheirdigitaltransformationplansfasterthan
theyhadanticipated,echoingthesurveyresultaround
digitalacceleration.“Wewerealreadyintheworkstogo
completelydigital,butwehadtoshiftandmakedifferentdecisionsbasedonwhatCOVIDlookslikemovingforward,”saystheregionalvicepresidentofoperationsatone
multinationalhospitalitygroup.“Wearemovingfaster,andthat’swhereoureffortsarefocused—onmakingadigitalworldacrossourhotelsarealitysoonerratherthanlater.”
Ourresearchshowsthatthisorganizationisnotalone:in
2020,itbecameclearthatbusinessesneedtobemoving
atspeed.Morethanthree-quartersofrespondents
(77%)saythattheirfirmisfasttoactwhentechnology
investmentsfailtomeetexpectations,upfrom70%in
2019.And60%saythattheirorganizationhasremoved
bureaucraticprocessesthatslowdecision-making,up
from53%in2019.
Butthereisstillawaytogo.Thenextsectionofthisreportshowshowfirmsareunlockingorganizationalagilityat
scale,thestumblingblocksthatarehamperingprogress
formany,andwhereopportunitieslieforfuturegrowth.
OrganizationalAgility:RoadmaptoDigitalAcceleration|6
Slowtorespond
27%
Fasttorespond
73%
WhichbestdescribestheresponseofyourorganizationtotheCOVID-19
pandemicanditsongoingimpacts?
CultureTakesaFrontSeat
“
Thepromiseofdigitaltransformationinthisclimate
maybeencouraging,butchangingtoolsisfareasier
Ifwecanstaybetterconnected
thanwinningheartsandminds.Whilemorethanhalfof
withourcustomers,ifwecan
organizations(56%)saytheirtechnologyiscompatible
respondbettertotheirneeds,
withtheirdigitaltransformationgoals,just16%saythesameabouttheirfirm’sculture.
ifwecanstayconnectedwithoursuppliersandmaintainour
Whileculturemaytraditionallyhavebeentheremit
relationshipswiththeminreally
oftheHRdepartment,ourresearchshowsthatitisa
majorbarriertoalmostalldigitaltransformationefforts,especiallywherefinanceandITareconcerned.
difficulttimes,thenthatshouldgiveusacompetitiveadvantageinthefuture.
“Technologyisgenerallyquickerandmoreexcitingto
implement,”explainsJenniferHoward-Grenville,Diageo
PaulWright
professorinOrganizationStudiesattheUniversityof
CIO,Accuride
Cambridge.“There’sasensethatcultureisaholistic,
rathermysterious,force,”shesays.
OrganizationalAgility:RoadmaptoDigitalAcceleration|7
“
GoodC-suiteleaderswill
recognizethatyoucan’tforgeapathforwardwithonepartoftheorganization—thetechnology,
thetools,orthestrategy—
withoutbringingtherestofthe
organizationalong.
JenniferHoward-Grenville
DiageoProfessorinOrganization
Studies,UniversityofCambridge
Theresearchshowsthatcultureisdefinedfromthetop
downandrarelychangesinalmosttwo-thirds(63%)of
organizations.Thiscouldexplainwhyitisrepeatedly
rankedasatopbarrieracrossallareasofagility,aswe
willseethroughoutthisreport.
“GoodC-suiteleaderswillrecognizethatyoucan’tforge
apathforwardwithonepartoftheorganization—the
technology,thetools,orthestrategy—withoutbringing
therestoftheorganizationalong,”saysJenniferHoward-Grenville.“Agoodmanagerseescultureassomethingthatisabsolutelyessentialtomanage,oratleastattendto,
inexactlythesamewayasalltheseotherthings.”
Putanotherway,deployingnewtechnologywithout
ensuringthattheorganizationisinapositionto
successfullyadoptitisunlikelytoleadtosuccess.If
theculturedoesn’tembracechangeandlooktoward
continuallyimproving,thennewtechnologyisn’tlikely
totakeyouwhereyouneedtogo.Soinsteadofmaking
themovetonewtechnologiesa“l(fā)iftandshift”exercise,
leadersshouldinsteadusethechangeasanopportunity
toreassessandtransformthebusiness’culture.
Technology
Cybersecurity,compliance,
andprivacy
Planningmodelsand
operationalanalytics
Decision-making
processes
Organizational
structure
Workforceskills
Successmetrics/KPIs
Organizationalculture
Whichofthefollowingareasofyourbusinessarebestalignedwithyourdigitaltransformationobjectives?
45%
56%
30%
34%
26%
25%
25%
16%
OrganizationalAgility:RoadmaptoDigitalAcceleration|8
Reliabledata
HowtoBecomeanAgileOrganization
Planning
Agile
metrics
Up-skilling
Someorganizationsareforgingaheadandarebenefitingfromtheiragilityduring
thecrisis;othersaregettingleftbehind.Howcantheslowresponderscatchupwith
thefastresponders?Andhowcanallorganizationsensuretheyareresilientbeyond
theCOVID-19pandemic,readyforwhateverourchangingworldbrings?Andhowdo
theyharnessorganizationalagilitytoacceleratetheirdigitalefforts?
Plan,Continuously
Theyear2020gavenewmeaningtothephrase“changeistheonlyconstant.”Astheglobaloutlookcontinuestoshiftweekly,daily—evenhourly—organizationsmustbereadytopivottonewopportunitiesandrespondto
unforeseencircumstances.
However,fewerthanhalfofthefirmswesurveyed(43%)takeacontinuousapproachtoplanning.Thisrisesto50%amongthefastresponders.
Thosethatdotakeacontinuousapproachtoplanningsaythatreal-timeaccesstoreliabledata(50%),smartand
cloud-basedtechnologies(49%and45%,respectively),andanagileculturethatpromotesclearlinesofcommunicationandflexibleteamstructuresareenablingthemtodoso.
50%
49%
45%
42%
Clearlinesof
communication
acrossthebusiness
Whichofthesefactorshavebeenmostbeneficialindrivingyourorganization’scontinuousapproachtoplanning?
Upskillingand
reskillingand/or
recruiting
Accesstoreal-
timemarket
intelligence
Smart
technologies(AI,ML,RPA)
Real-timeaccesstoreliabledata
Flexibleteamstructures
Cloud-basedtechnology
42%
42%
41%
OrganizationalAgility:RoadmaptoDigitalAcceleration|9
Organizationalculture
Lackofcommunication
acrossthebusiness
Inflexiblelegacy
technologies
Difficultyaligningtheright
internalstakeholders
Lackofrelevantskills
Lackofcapacityto
delivercontinuously
Lackofaccessto
real-timedata
Whatarethemainbarrierstoadoptingamorecontinuousapproachtoplanning?
29%
26%
26%
26%
25%
28%
23%
Amongthefirmsthatdonottakeacontinuous-planningapproach,40%saythatplanschangeoccasionallybutonlyunderspecificcircumstances,and17%saythatplanningcyclesarepeggedtoconcretetimeperiods.Perhaps
unsurprisingly,cultureranksasthesefirms’topbarrier
toadoptingamorecontinuousapproachtoplanning
(29%).Accordingtothevicepresidentoffinanceata
U.S.-basedhealthcareprovider,alackofalignmentamongleadershipisonewayinwhichculturecanthwartthe
movetocontinuousplanning.“We’reintwocampsrightnow,”hesays.“Therearethosewhothinkweshouldshiftcompletelytoarollingforecast,andthosewhoseetheannualbudgetasthepreferredmethod.”
Itisacommonproblem.“Manycompaniesstruggleto
moveasquicklyastheywouldliketo,becausethewholeorganizationisn’tagile,”saysFinGoulding,agileexpert,businesscoach,andauthorof12StepstoFlow:The
NewFrameworkforBusinessAgility.“YoumayhaveIT
teamsthatwanttoreleaseproducteveryweekalongsideotherbusinesspracticesthatarenotadaptiveenough—financialplanningandbudgeting,forinstance—becausetheyoftenhappeninyearlycyclesandendupbeing
atoddswithwhat’shappeningnowwhenyouneedto
respondhourly,daily,orweekly.”
“
Historically,we’vebeenmore
annual-focused,butnowwe
seethatitcouldmakesense
tohaverollingforecasts.It’sno
longeraboutjustoneforecast
andwhetheryouareonoroff
thatcalculation;now,it’sa
movingtarget.
MartenMills
FinanceDirectorConsumerBiosolutions,
Novozymes
OrganizationalAgility:RoadmaptoDigitalAcceleration|10
ProvideReliableDataforReal-TimeDecisions
“Companieshavetocomeupwithanorganizational
designthatmakessensefortheworldwe’rein,”says
Goulding.Inaworldwhereglobalteamsaregeographicallydispersedandremoteworkingisbusiness-critical,that
designmustincorporateaccesstotimelyandreliabledataataself-servicelevel.
Weknowthataccesstorelevantdatadrives
decision-makingatalllevels:79%ofbusinessleaders
inoursurveysaythatthisisthecase.Inadditionto
real-time,data-drivendecisions,firmsthatreporthigh
levelsofdataaccessibilityalsobenefitfromincreased
productivity(51%),improvedvisibilityandcommunication
atdirectorlevel(43%),andcostsavings(41%).
Ourresearchalsofindsacorrelationbetweendata
accessibilityandresponsivenesstotheCOVID-19
pandemic:morethanone-third(36%)ofthefast
responderssaythatthereiscompletedata
accessibilitywithintheirfirm,comparedwithjust
13%oftheslowresponders.
Completelyaccessible
30%
Somewhataccessible
34%
Completelysiloed
11%
Somewhatsiloed
25%
Whichbestdescribesyourorganization’sapproachtodataaccess?
OrganizationalAgility:RoadmaptoDigitalAcceleration|11
Howexactlyarefirmsenablingcompleteaccesstodataforthosewhoneedit?Ourrespondentssayitdependson
accurate,reliabledata(57%);cybersecurity,privacy,and/orcompliance(53%);anddataandanalyticsskills(53%).
Yetdataiscompletelyorsomewhatsiloedin36%offirms,andonlysomewhataccessibleintheremainingone-third(34%).Theseorganizationssaythatcybersecurity,privacy,and/orcomplianceconcerns(34%),aheavyrelianceonIT(34%),andinflexiblelegacytechnology(28%)aretheirtopbarrierstoimprovingaccesstodata.Inourexperience,
cybersecurity,privacy,andcompliancechallengesrange
fromconcernsoverhackinganddatabreachestocomplexquestionsofinternalgovernance,suchaswhohasaccesstodataandhowtheygetit.
Tocompoundthesebarriers,73%offirmssaythattheirteamisheavilyreliantonITforaccesstodataandreports.Creatingasinglepointofaccesstoinformationcanhelptoovercomethis,butthatisnoteasywheneveryapplicationstoresits
datainadifferentway,saysChrisMawer,CTO,AsiaPacificatHuawei.“We’renowatapointindigitaltransformationwhereorganizationsneedtoretooltheirapplications,tospeakthesamelanguage,oratleasthaveatranslationlayerinthe
middlethatallowsthemtosharedata.”
“
We’reallononeHRsystemglobally,
anditmakesitmucheasierto
collectdata.It’sveryimportantfor
us—fromourdashboard,toour
database,toourprocesses—that
we’rethesamearoundtheworld,
thatwe’reconsistent,andthatwe
keeptothat.
JohnLemmex
RegionalCFO,CovestroLLC
57%
53%
45%
34%
Cybersecurity,privacy,
and/orcompliance
policies
Whichofthesefactorshavebeenmostbeneficialinenablingfulldataaccesswithinyourorganization?
Adatagovernancestrategy
Clean,accurate,reliabledata
Data/analyticsskills
Anadaptableculture
Cloud-basedtechnologies
45%
53%
OrganizationalAgility:RoadmaptoDigitalAcceleration|12
Smarttechnologies(AI,ML,RPA)
Improvedengagement/reflection
Resourcestoretrainexistingteams
Cross-functionalskillsshare
Anadaptableculture
C-suitesupport
?
42%
41%
41%
37%
35%
34%
Whichofthesepreconditionshavebeenmostbeneficialtoembeddingnewskillswithinyourdepartment?
UpskillfromWithinandMasterNewWaysofWorking
“
Digitaltransformationdemandsdigitalskills.Respondentsranktheabilitytoworkwithsmarttechnologiesastheir
Weneedmoredata-savvypeople.
mostsought-afterskillforthenextfiveyears(34%).Itis
Withoutthem,it’sdifficultto
alsotheskilltheyaremostlikelytosaytheylack.
implementanykindofanalytic
Whatisstoppingthemfromhiringtheskillstheyneed?Globalmarketuncertaintywaseasilythenumberone
orautomationcapabilities.
Clearly,we’regoingtousethese
inhibitortorecruitmentin2020(45%).Asaresultofthis,
kindsoftechnologiesanditwill
businessesaredevelopingtalentinternally—byimprovingengagementandretention(41%),upskillingandreskilling(41%),andcross-functionalskillssharing(37%)—insteadof
impactwhatweneedfromaskillsperspective.
hiringtofindtheskillstheyneed.
OlliHyypp?
What’smore,givingpeopletheskillstheyneedtowork
CIO,NXPSemiconductors
withnewtechnologiesisfreeinguptheircapacitytotake
ondifferentwork.
OrganizationalAgility:RoadmaptoDigitalAcceleration|13
Fromanorganizationalperspective,therapidonsetoftheCOVID-19pandemichighlightedgapsinstructuralagilityformanyinourstudy.
Ourresearchshowsthatnotallwereequippedtoshift
tonewwaysofworkingatspeedandscale:84%reportedbarrierstoworkingremotely,comparedto16%that
reportednone.LackofITsupportand/ortoolsforremoteworking(22%)andculturalchallenges—slow,bureaucraticdecision-making(20%),lackofclearcommunication
(19%),andculturalresistancetochange(19%)—were
themainbarriersamongfirms.Promisingly,ourresearchshowsthatthecultureandstructureofmorethanhalf
oforganizationsisempoweringemployeestoimplementimprovementsinworkflowsandprocessesregularly(55%),andtoworkincross-functionalteamstodeliverprojectsatspeed(52%).
RoelofKistemaker,Roche’schapterlead,PeopleRewards&Recognition,andchapterlead,PeopleInsights&
Technology,saysthatanagilemindsethasbeencritical
inensuringthathisfirm’sstructurecouldbecomemoreeffectiveandmoreproductiveinthefaceoftheglobal
pandemic.“Everystructureandprocessisbeingexamined,challenged,andquestionedastowhetherithelpsus
achieveourgoalsofbringingdrugsandmedicalsolutionstopatientsfast,”hesays.“Therealityis,alotofourcontrolsaresimplytherebecausethat’showthecompanywas
organizedinthepast.”
Bell&HowellCEOLarryBlue,meanwhile,saysthatthe
roleofseniormanagementinshapingworkplacecultureismorecriticalthanever.“Someofthethingswewere
doingtocreateamoreinnovativeculturehavebeen
impactedbecausepeoplearenottogether,”hesays.“Wehavetofigureoutawaytousetechnologytoreignitethat.It’smoredifficultbecauseyourcultureisnowyou,your
children,andyourdog—nottheworkplace.”
“
Thequestionis,whatskillswill
helppeopleworkremotely?
Beingcomfortablewith
communicationandspeakingupaboutideasisgoingtobereallyimportant,andthentheabilitytobuildtrust.It’sallaboutlearningnewwaystocommunicate
virtually;otherwise,peoplewill
workinsilos.
HollyHon
VicePresidentofOperations,EnterpriseTechnology,ChangeHealthcare
OrganizationalAgility:RoadmaptoDigitalAcceleration|14
MakeMetricsAgile
Thevalueoftakinganagileapproachtometricsand
reportingismorepronouncedduringperiodsofuncertainty.Butthatisnoteasy.“It’ssochallengingtofindthekinds
ofKPIsthatarenotlaggingindicators,especiallyina
fast-movingenvironment,”saysOlliHyypp?,CIOatNXP
Semiconductors.“Weknowprettywellwhathashappenedinthepast,butit’smuchmoredifficulttocreatepredictiveKPIsorthosethatshowwearedoingtherightthingsforthefuture.”
Just21%oforganizationstakeacompletelyagileapproachtoanalytics,continuallyupdatingmetricsacrossthe
business.Thisrisesto25%amongthefastresponders.Crucially,highlyintegratedsystems(53%)andsmart
technologiestoincreasethecapacityforreal-time
evaluation(52%)aredrivinganagilemeasurementandevaluationamongmorethanhalfofthe21%offirmsthathaveadoptedthisapproach.
Respondentssaythatanalyticalskills,cloud-based
technologies,andanadaptableculturearecriticalin
enablingtheshifttoagilemeasurement.Thiscould
explainwhybureaucraticdecision-making(29%),lackof
analyticalskills(27%),andlackofalignmentbetween
planningandevaluationcycles(27%)hamperagile
measurementamongthe34%offirmswhosemetricsare
outdatedanddonotalignwithobjectives,andthe44%
whosemetricsareupdatedperiodicallybutdonotalign
acrossthebusiness.
53%
52%
48%
46%
44%
Highlyintegrated
Smarttechnologiesto
Analyticalskills
Cloud-based
Adaptable
systemssoftware
increasecapacityforreal-timeevaluation
technologies
culture
Whichhavebeenmostbeneficialindrivinganagileapproachtomeasurementwithinyourorganization?
OrganizationalAgility:RoadmaptoDigitalAcceleration|15
Myorganization’sKPIsarenotreflectiveofthedigitalerainwhichwearenowoperating
TheCOVID-19pandemichasrenderedourexistingKPIsuseless
Wedon’tuseKPIsormetricstoinformfutureinitiatives
45%
42%
35%
Towhatextentdoyouagreewiththesestatementswhenitcomestoyourfirm’sapproachtometricsandreporting?
Toimprovetheirabilitytoplan,execute,andanalyzewith
agility,organizationsmustensuretheirmetricskeeppace
withtheirobjectives.But35%offirmsadmitthattheydo
notuseKPIsormetricstoinformtheirfutureinitiatives.
Thisrisesto45%amongtheslowresponders.
Thegoodnewsisthat42%saythatalignmentbetween
planning,measurementandevaluationcycleshasenabled
themtoshifttoagilemetrics,and77%saythatgreater
cross-functionalalignmentwouldincreasestandardization
ofmetrics.“Inlargeorganizations,cultureandKPIsplaya
criticalroleindrivingthisalignment,”saysKevinCarlson,
AECOM’scorporatevicepresident,DigitalTransformation.
“We’vecreatedaculturewheremakingsmartdigital
choiceshasbenefit,”hesays.“Soratherthanadmonishing
teamsthatdon’tcomply,ordon’tdothingswethinkare
bestpractice,weencouragehigh-performingteamsto
takefulladvantageofourdigitalplatforms.”
OrganizationalAgility:RoadmaptoDigitalAcceleration|16
FinalWord:AgilityToday,ResilienceTomorrow
Theresultsofourresearchspeakforthemselves.Theyshowthattheorganizations
thatrespondedfastesttotheCOVID-19pandemic—our“fastresponders”—weremorelikelytohaveembeddedthebest-practicecapabilitiesdeemedcritical
fororganizationalagility.Andthat,inturn,meanstheycanacceleratetheir
digitalefforts.Thefastresponderssharesixcorestrategies,whichmakeupourorganizationalagilityroadmap:
1Smarttechnologiesaredrivingnewwaysof
working,skillsdevelopment,anddigitalrevenuegrowth,whicharedeemedcriticaltoresilienceinthefaceoffuturecrises.
Askyourself:Haveyoudeployedthetoolsyouneedtoincreasedigitalrevenuegrowthandoptimize
agilitywithinyourbusiness?
2Anadaptablecultureenablesfirmstoquicklypivottonewopportunitiesandunforeseen
circumstancesacrossallareasofthebusiness.
Askyourself:Isyourorganizationadaptableinthefaceofchangeoruncertainty?
3Dataaccessibilityiscriticalinenablingreal-time,data-drivendecisionstobemadeatalllevels
ofthebusiness,aswellasdrivingcontinuousplanningandagilemeasurement.
Askyourself:Isreliabledatareadilyaccessibleacrossyourbusiness,enablingpeopleatalllevelstomake
decisionsatspeed?
4Analyticalandtechskillsareguidingtheuptakeofsmarttechnologiesandthemovetoagile
metrics,inadditiontoincreasingworkforce
capacityandf
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