Lean agile organisations

Today, organisations need to respond quickly with a thorough understanding of the often complex issues at hand. This requires teams to work more fluidly across organisational boundaries. While the organisational design requires a change, there is also a need to fundamentally make a shift in the whole operating model: strategy, processes, structure, measurements and people.

Any transformation starts and ends with a culture and mindset change. These are elements we fundamentally work with in every aspect of what we do. New ways of working require new ways of thinking, which leads to operating within a more lean and agile organisation.

At Implement, we work with our customers to design and implement LAO (Lean Agile Organisations).

Trends to accelerate a more responsive organisational structure

Organisations are increasingly seeking a need for change from a traditional top-down and silo-managed organisation to a more responsive structure, accelerated by the following trends:

• Quickly evolving surroundings: Demand patterns across all stakeholders are developing quickly. Customers, regulators, investors, partners and suppliers all have unique and pressing demands which have to be met.
• Accelerating digitisation: The increased amount and transparency of information requires organisations to engage in multi-channel communication and data gathering.
• Shifting to platforms: A move from traditional product-focused organisations to “platforms” where structures are more fluid and dynamic and the organisation boundaries are less clear (e.g. Amazon, Facebook, Uber etc.).
• Disruptive technologies: Established businesses and industries are constantly challenged by the introduction of new technologies, pushing for a shift in organisational requirements (i.e. IoT, robotics, AI etc.).
• Increasing focus on user insights: The translation of data into valuable user insights is becoming increasingly important. With unique insights, companies can more rapidly adjust strategy and activities to meet market demands.
• A new view on "talents": Acknowledgement that ideas may come from anywhere in the organisation and empowerment of the entrepreneurial drive of all employees are becoming essential. When designing the organisation, design it in a way that allows ideas to be sourced, funded and realised from anywhere – not only from “talents”.

Essentially, what works for others might not work for you. Don't just replicate, innovate.