Any serious competitor in sport knows that if they, or their team, are not in top condition, they have very little chance of sporting success. Similarly, a company’s organisational health that is weak in management practices, speed and agility, cannot realistically expect to achieve much in the way of digital business transformation, because they are simply not fit enough for the challenge. They might attempt it with great ambition, enthusiasm and money, but their results are likely to be as disappointing as those achieved by the athlete who failed to prepare for an international event.
McKinsey has released some of the findings of a study which reveals how 37 management practices combined with speed and stability, generated better outcomes, and that companies with both speed and stability have a 70% chance of being ranked among the top quartile by organisational health.
The study also explains how truly agile organisations, paradoxically, learn to be both stable (resilient, reliable, and efficient) and dynamic (fast, nimble, and adaptive), by embedding structures, governance arrangements, and processes with a fixed backbone of relatively unchanging set of core elements.
Is your company in peak condition being agile, stable and quick? Or is it sluggish and overweight with bureaucracy? Does it perform the management practices that define excellence or does it struggle to achieve anything (transformational) beyond its operational norm?
Agility rhymes with stability, and it will ring true in this digital decade that, without agility, speed and effective management practices, the sexy promises of IoT, Data, Mobility, etc. will result in an anti-climax for many, who despite wanting deeply to enjoy the benefits of digital business transformation, are simply not healthy enough for the challenge.
Read Why Agility Pays from McKinsey