How Agile is your business? Here’s how to tell
The ultimate measure of agility is performance; more explicitly, performance when things start to change. While this is fantastic if you have an agility-driven culture, it can also be a harsh wake-up call. It is a profoundly disappointing way to find out that your organisation is not agile or to see that you're behind on your KPI's because of unexpected events over the last period.
If change brings about a cascade of activity that energises a team to work outside of the box and get things done, then they are likely to be agile. On the other hand, if change enervates the organisation, and causes activities, KPI's and profits to drop, low agility is most likely a key contributor.
Rather than wait for this outcome, a more intelligent approach is to measure the agility of leaders, teams and employees upfront and compare these measurements against known benchmarks. These insights can then be used to preempt and prepare for change. Fortunately, agility is a measurable set of qualities and the benchmarks are clear.
To proactively measure agility, organisations need to focus on the following four key areas:
Self-aware people are in tune with their strengths and weaknesses. They want to know how they can do things better, and their overall willingness to learn is higher. Higher self-awareness improves our strengths, while lower self-awareness amplifies our weaknesses. Self-awareness is the foundation of agility and, thus, a cornerstone of success.
An individual's level of self-awareness is measured as part of their agility and compared to the working population: whether they are below or above average, and by how much. More self-aware people demonstrate more agility, are easier to work with, and perform better.
Whether considering a team, management, or the organisation as a whole, the self-awareness of a group is benchmarked against similar groups. This benchmarking process answers whether the group is at the expected level and is a crucial indicator of how well they fare against the competition.
3: Leadership Agility
To build a culture of agility, focus on the behaviours of leadership. To ascertain the overall Leadership Agility, the Learning Agility of the leadership tiers are compared to similar groups.
4: Individual agilities
Change Agility is characterised by a constant curiosity fueled by new, unknown things. Experimentation and new experiences are hallmarks of Change Agility.
People with higher Mental Agility create new insights when things are complex or unclear, often by analysing things in new ways and by thinking outside the box.
People Agility is about being open and constructive to people with different backgrounds and opinions, as well as learning and succeeding by taking into account others' insights and ideas.
The strong desire to be successful and always look for the best way to achieve goals is defined as Results Agility, which combines ambition, self-confidence and remaining calm under pressure.
How to measure Learning Agility
- See our Learning Agility Indicator for selection