Business agility
Encyclopedia
Business agility is the ability of a business to adapt rapidly and cost efficiently in response to changes in the business environment. Business agility can be maintained by maintaining and adapting goods and services to meet customer demands, adjusting to the changes in a business environment and taking advantage of human resources.
Agility
is a concept that incorporates the ideas of flexibility, balance, adaptability, and coordination under one umbrella. In a business context, agility typically refers to the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. The agile enterprise is an extension of this concept, referring to an organization that utilizes key principles of complex adaptive systems and complexity science to achieve success.
One type of enterprise architecture that supports agility is a non-hierarchical organization without a single point of control. Individuals function autonomously, constantly interacting with each other to define the work that needs to be done. Roles and responsibilities are not predetermined but rather emerge from individuals’ self-organizing activities and are constantly in flux. Similarly, projects are generated everywhere in the enterprise, sometimes even from outside affiliates. Key decisions are made collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss of any key enterprise component.
In business, projects can be complex with uncertain outcomes and goals can change over time. Traditionally these issues were dealt with by planning experts that would attempt to pre-determine every possible detail prior to implementation; however, in many situations, even the most carefully thought out projects will be impossibly difficult to manage. Agile techniques, originating from the software development community, represent an alternative approach to the classic prescriptive planning approaches to management. The main focus of agile methods is to address the issues of complexity, uncertainty, and dynamic goals, by making planning and execution work in parallel rather than in sequence to eliminate unnecessary planning activity, and the resulting unnecessary work.
Agile methods integrate planning with execution allowing an organization to "search" for an optimal ordering of work tasks and to adjust to changing requirements. The major causes of chaos on a project include incomplete understanding of project components, incomplete understanding of component interactions and changing requirements. Sometimes requirements change as a greater understanding of the project components unfolds over time. Requirements also change due to changing needs and wants of the stakeholders. The agile approach allows a team or organization to implement successful projects quickly by only focusing on a small set of details in any change iteration. This is in contrast to non-agile approaches in which all the details necessary for completion have equal priority inside of one large iteration.
As with complex adaptive systems, the outcomes or products of agile organizations such as software teams are inherently unpredictable yet will eventually form an identifiable pattern. Despite their unpredictability, agile enterprises are thought to be best positioned to take advantage of hypercompetitive external environments.
Agile enterprises exist in corporate (e.g. W. L. Gore & Associates and Oticon), non-profit (e.g., Alcoholics Anonymous), community (e.g., Wikipedia
, the Burning Man festival) and even terrorist (e.g. Al Qaeda) environments.
Interactions, self-organizing, co-evolution, and the edge of chaos
are concepts borrowed from complexity science that can help define some of the processes that take place within an agile enterprise.
Interactions are exchanges among individuals etc. They are an important driving force for agile enterprises, because new ideas, products, services, and solutions emerge from the multiple exchanges happening over time. The interactions themselves, rather than individuals or the external environment, are significant drivers of innovation and change in an agile enterprise.
Self-organizing describes the spontaneous, unchoreographed, feedback-driven exchanges that are often found within agile enterprises. Vital initiatives within the agile enterprise are not always managed by one single person—rather all parties involved collectively make decisions without guidance or management from an outside source. The creativity and innovation that arises from this self-organizing process gives the agile enterprise an edge in developing (and redeveloping) products, services, and solutions for a hypercompetitive marketplace.
Co-evolution is a key process through which the enterprise learns from experience and adapts. The agile enterprise is constantly evolving in concert with (and in reaction to) external environmental factors. Products and services are in a constant state of change, because, once launched, they encounter competitors’ products, regulators, suppliers, and customer responses that force adaptations. In one sense, nothing is ever completely “finished,” although this does not mean that nothing is ever made, produced, or launched.
The edge of chaos
is a borderline region that lies between complete anarchy or randomness and a state of punctuated equilibrium. The agile enterprise ideally operates in this region, needing the tension between constant change and the constraints that weaken change efforts to keep the organization perturbed enough for innovation and success. In other words, the edge of chaos is the space in which self-organizing and co-evolution flourish.
Agile enterprise versus bureaucracy
There are several key distinctions between the agile enterprise and the traditional bureaucratic organization.
The most notable is the agile enterprise’s use of fluid role definitions that allow for dynamic decision making
structures. Unlike the rigid hierarchies characterizing traditional bureaucracies, organizational structures within agile enterprises are more likely to fluidly adapt to changing business conditions into structures that support the current direction and any emergent competitive advantage.
Similarly, agile enterprises do not adhere to the concept of sustained competitive advantage that typifies the bureaucratic organization. Operating in hypercompetitive, continuously changing markets, agile enterprises pursue a series of temporary competitive advantages—capitalizing for a time on the strength of an idea, product, or service then readily discarding it when no longer tenable.
Lastly, the agile enterprise is populated with individuals pursuing serial incompetence—they work hard to obtain a certain level of proficiency in one area but are driven to move on to the next “new” area to develop expertise. There are no “subject-matter experts” specializing for years in one topical area, as found typically in a traditional bureaucracy.
Operating at the edge of chaos
Although agile enterprises by definition include numerous, constantly co-evolving and moving parts, they do require some structure.
The enterprise must develop specific structures (also called system constraints) to serve as a counterbalance to randomness and anarchy, keeping the enterprise optimally functioning on the edge of chaos. These structures—including a shared purpose or vision, resource management aids, reward systems, and shared operating platforms—often emerge from three key organizational processes: strategizing, organizing, and mobilizing.
Strategizing is an experimental process for the agile enterprise, in which individuals repeatedly generate ideas (exploration), identify ways to capitalize on ideas (exploitation), nimbly respond to environmental feedback (adaptation), and move on to the next idea (exit).
Organizing in ongoing activity to develop structures and communication methods that promote serial incompetence. It often includes defining a shared vision, as well as systems and platforms, that ground the enterprise.
Mobilizing involves managing resources, ensuring the fluid movement of people between projects, and finding ways to enhance internal and external interactions. Typically, enterprise values, personal accountability, and motivational and reward systems are a key output of this process.
Journals
Agility
Agility
* Agility is a physical trait of an animal or person, and a component of physical fitness. It is the ability to change the body's position and direction with speed and precision.Agility may also refer to:In Sport:...
is a concept that incorporates the ideas of flexibility, balance, adaptability, and coordination under one umbrella. In a business context, agility typically refers to the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. The agile enterprise is an extension of this concept, referring to an organization that utilizes key principles of complex adaptive systems and complexity science to achieve success.
Overview
The agile enterprise strives to make change a routine part of organizational life to reduce or eliminate the organizational trauma that paralyzes many businesses attempting to adapt to new markets and environments. Because change is perpetual, the agile enterprise is able to nimbly adjust to and take advantage of emerging opportunities. The agile enterprise views itself as an integral component of a larger system whose activities produce a ripple effect of change both within the enterprise itself and the broader system.One type of enterprise architecture that supports agility is a non-hierarchical organization without a single point of control. Individuals function autonomously, constantly interacting with each other to define the work that needs to be done. Roles and responsibilities are not predetermined but rather emerge from individuals’ self-organizing activities and are constantly in flux. Similarly, projects are generated everywhere in the enterprise, sometimes even from outside affiliates. Key decisions are made collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss of any key enterprise component.
In business, projects can be complex with uncertain outcomes and goals can change over time. Traditionally these issues were dealt with by planning experts that would attempt to pre-determine every possible detail prior to implementation; however, in many situations, even the most carefully thought out projects will be impossibly difficult to manage. Agile techniques, originating from the software development community, represent an alternative approach to the classic prescriptive planning approaches to management. The main focus of agile methods is to address the issues of complexity, uncertainty, and dynamic goals, by making planning and execution work in parallel rather than in sequence to eliminate unnecessary planning activity, and the resulting unnecessary work.
Agile methods integrate planning with execution allowing an organization to "search" for an optimal ordering of work tasks and to adjust to changing requirements. The major causes of chaos on a project include incomplete understanding of project components, incomplete understanding of component interactions and changing requirements. Sometimes requirements change as a greater understanding of the project components unfolds over time. Requirements also change due to changing needs and wants of the stakeholders. The agile approach allows a team or organization to implement successful projects quickly by only focusing on a small set of details in any change iteration. This is in contrast to non-agile approaches in which all the details necessary for completion have equal priority inside of one large iteration.
History
The concept of "agility" as an attribute of business organizations arose in response to the requirements of the modern business to operate in predictable ways even in the face of extreme complexity. In particular, software development organizations have developed a specific set of techniques known as Agile Methods to address the problems of changing requirements, uncertain outcomes due to technological complexity, and uncertain system dynamics due to overall system complexity. Some of the ideas that have shaped thinking in the agile community arose from the studies of Complexity science and the notion of complex adaptive systems (CAS).As with complex adaptive systems, the outcomes or products of agile organizations such as software teams are inherently unpredictable yet will eventually form an identifiable pattern. Despite their unpredictability, agile enterprises are thought to be best positioned to take advantage of hypercompetitive external environments.
Agile enterprises exist in corporate (e.g. W. L. Gore & Associates and Oticon), non-profit (e.g., Alcoholics Anonymous), community (e.g., Wikipedia
Wikipedia
Wikipedia is a free, web-based, collaborative, multilingual encyclopedia project supported by the non-profit Wikimedia Foundation. Its 20 million articles have been written collaboratively by volunteers around the world. Almost all of its articles can be edited by anyone with access to the site,...
, the Burning Man festival) and even terrorist (e.g. Al Qaeda) environments.
Key topics in agile enterprise studies
Comparing agile enterprises to complex systemsInteractions, self-organizing, co-evolution, and the edge of chaos
Edge of chaos
The phrase edge of chaos was coined by mathematician Doyne Farmer to describe the transition phenomenon discovered by computer scientist Christopher Langton. The phrase originally refers to an area in the range of a variable, λ , which was varied while examining the behavior of a cellular automaton...
are concepts borrowed from complexity science that can help define some of the processes that take place within an agile enterprise.
Interactions are exchanges among individuals etc. They are an important driving force for agile enterprises, because new ideas, products, services, and solutions emerge from the multiple exchanges happening over time. The interactions themselves, rather than individuals or the external environment, are significant drivers of innovation and change in an agile enterprise.
Self-organizing describes the spontaneous, unchoreographed, feedback-driven exchanges that are often found within agile enterprises. Vital initiatives within the agile enterprise are not always managed by one single person—rather all parties involved collectively make decisions without guidance or management from an outside source. The creativity and innovation that arises from this self-organizing process gives the agile enterprise an edge in developing (and redeveloping) products, services, and solutions for a hypercompetitive marketplace.
Co-evolution is a key process through which the enterprise learns from experience and adapts. The agile enterprise is constantly evolving in concert with (and in reaction to) external environmental factors. Products and services are in a constant state of change, because, once launched, they encounter competitors’ products, regulators, suppliers, and customer responses that force adaptations. In one sense, nothing is ever completely “finished,” although this does not mean that nothing is ever made, produced, or launched.
The edge of chaos
Edge of chaos
The phrase edge of chaos was coined by mathematician Doyne Farmer to describe the transition phenomenon discovered by computer scientist Christopher Langton. The phrase originally refers to an area in the range of a variable, λ , which was varied while examining the behavior of a cellular automaton...
is a borderline region that lies between complete anarchy or randomness and a state of punctuated equilibrium. The agile enterprise ideally operates in this region, needing the tension between constant change and the constraints that weaken change efforts to keep the organization perturbed enough for innovation and success. In other words, the edge of chaos is the space in which self-organizing and co-evolution flourish.
Agile enterprise versus bureaucracy
There are several key distinctions between the agile enterprise and the traditional bureaucratic organization.
The most notable is the agile enterprise’s use of fluid role definitions that allow for dynamic decision making
Dynamic decision making
Dynamic decision-making is interdependent decision-making that takes place in an environment that changes over time either due to the previous actions of the decision maker or due to events that are outside of the control of the decision maker...
structures. Unlike the rigid hierarchies characterizing traditional bureaucracies, organizational structures within agile enterprises are more likely to fluidly adapt to changing business conditions into structures that support the current direction and any emergent competitive advantage.
Similarly, agile enterprises do not adhere to the concept of sustained competitive advantage that typifies the bureaucratic organization. Operating in hypercompetitive, continuously changing markets, agile enterprises pursue a series of temporary competitive advantages—capitalizing for a time on the strength of an idea, product, or service then readily discarding it when no longer tenable.
Lastly, the agile enterprise is populated with individuals pursuing serial incompetence—they work hard to obtain a certain level of proficiency in one area but are driven to move on to the next “new” area to develop expertise. There are no “subject-matter experts” specializing for years in one topical area, as found typically in a traditional bureaucracy.
Operating at the edge of chaos
Edge of chaos
The phrase edge of chaos was coined by mathematician Doyne Farmer to describe the transition phenomenon discovered by computer scientist Christopher Langton. The phrase originally refers to an area in the range of a variable, λ , which was varied while examining the behavior of a cellular automaton...
Although agile enterprises by definition include numerous, constantly co-evolving and moving parts, they do require some structure.
The enterprise must develop specific structures (also called system constraints) to serve as a counterbalance to randomness and anarchy, keeping the enterprise optimally functioning on the edge of chaos. These structures—including a shared purpose or vision, resource management aids, reward systems, and shared operating platforms—often emerge from three key organizational processes: strategizing, organizing, and mobilizing.
Strategizing is an experimental process for the agile enterprise, in which individuals repeatedly generate ideas (exploration), identify ways to capitalize on ideas (exploitation), nimbly respond to environmental feedback (adaptation), and move on to the next idea (exit).
Organizing in ongoing activity to develop structures and communication methods that promote serial incompetence. It often includes defining a shared vision, as well as systems and platforms, that ground the enterprise.
Mobilizing involves managing resources, ensuring the fluid movement of people between projects, and finding ways to enhance internal and external interactions. Typically, enterprise values, personal accountability, and motivational and reward systems are a key output of this process.
Institutes, research centers, and journals
Institutes and research centers- Complexity Science Research Center (UK)
- The Complexity Society (UK)
- Institute for the Study of Coherence and Emergence (ISCE) (US)
- Santa Fe Institute (US)
Journals
- E:CO (Emergence: Complexity and Organizations)
See also
- Complex systemsComplex systemsComplex systems present problems in mathematical modelling.The equations from which complex system models are developed generally derive from statistical physics, information theory and non-linear dynamics, and represent organized but unpredictable behaviors of systems of nature that are considered...
- Complex adaptive systemComplex adaptive systemComplex adaptive systems are special cases of complex systems. They are complex in that they are dynamic networks of interactions and relationships not aggregations of static entities...
- ComplexityComplexityIn general usage, complexity tends to be used to characterize something with many parts in intricate arrangement. The study of these complex linkages is the main goal of complex systems theory. In science there are at this time a number of approaches to characterizing complexity, many of which are...
- EmergenceEmergenceIn philosophy, systems theory, science, and art, emergence is the way complex systems and patterns arise out of a multiplicity of relatively simple interactions. Emergence is central to the theories of integrative levels and of complex systems....
- Participatory organizationParticipatory organizationparticipatory organization is an organization which is built based on people participation rather than their contract obligations.Most current organizations are contract-based. Contracts define a functional structure that holds such an organization together by imposing mutual obligations on people...
- Self organization
- Spontaneous orderSpontaneous orderSpontaneous order, also known as "self-organization", is the spontaneous emergence of order out of seeming chaos. It is a process found in physical, biological, and social networks, as well as economics, though the term "self-organization" is more often used for physical and biological processes,...
- WikinomicsWikinomicsWikinomics: How Mass Collaboration Changes Everything is a book by Don Tapscott and Anthony D. Williams, first published in December 2006. It explores how some companies in the early 21st century have used mass collaboration and open-source technology, such as wikis, to be successful...
Further reading
- Axelrod, R. & Cohen, M. (1999). Harnessing Complexity. New York: The Free Press
- Bennet, A. & Bennet, D. (2004). Organizational Survival in the New World: The Intelligent Complex Adaptive System. New York: Elsevier.
- Hazy, J., Goldstein, J. & Lichtenstein, B. (eds.). Complex System Leadership Theory. Mansfield, MA: ISCE Publishing.
- Kauffman, S. (1995). At Home in the Universe: The Search for Laws of Self-Organization and Complexity. New York: Oxford University Press.
- McMillan, E. (2004). Complexity, Organization and Change: An Essential Introduction. London: Routledge.
- Pascale, R., Millemann, J. & Gioja, L. (2000). Surfing at the Edge of Chaos. New York: Crown-Business.
- Richardson, K. (ed.) (2005). Managing Organizational Complexity: Philosophy, Theory, and Application. Greenwich, CT: Information Edge Press.
- Stacey, R. Complexity and Creativity in Organizations. San Francisco: Barrett-Koehler Publishers.