Why is this? We know from our research with Ipsos MORI that becoming more agile was a concern of CEOs as far back as 2014, and this book was written, at least in part, to provide some answers. It describes the barriers to being more agile and offers some examples of how organisations around the world have over come them. It offers some leadership attributes which are often evident in more agile organisations. And it gives some examples of how some of the organisations we researched as part of the book project are mobilising more agile ways of working.
But the book is also an extension of the research and work on Connected Leadership, which is still the overarching framework for becoming more agile and customer-centric. It delves deeper into how organisations can reduce cycles, increase outputs, engage their people and drive exceptional performance.
As I fly to Australia to speak at a conference at Melbourne University, I am reflecting on how this is not easy, how the realities of each organisation’s context, history and culture make becoming agile a non-trivial task. As with most changes to complex human systems, it would be easier to start afresh. Changing an existing organisation, whether it’s a university, a commercial operation, or a public body, is difficult, messy, and not as predicable as we would like. I think that’s why I enjoy research, writing and consulting so much – it is such a challenge, such an interesting journey. And when it goes well, it is so rewarding to see people adopting new ways of working, new behaviours, new priorities, in the shared interest of being more relevant to the customers or patients or citizens or students they serve.