Agile OrganizationAgile Thinking

For Agile to Work, You Need Organizational Agility

Several enterprises have implemented the agile methodology, but only a few have succeeded. Why? To make the approach work for you, first, focus on organizational agility. For a corporate culture or policy to stick, your workforce must embrace it. The Agile Manifesto also emphasizes that. In this article at the Agile Times, Dr. Stefanie Puckett shares how organizational agility can help the methodology to flourish.

The Reality of Organizational Agility

Introducing a snooker table in the office or having standup calls in a cafe is not organizational agility. The central concept behind organizational agility is the ability to adapt. Things are changing faster. Once you detect the changes you need to implement and continue changing sustainably, you achieve organizational agility and stability. It is how an employee, a team, and then a business unit imbibes a particular type of agile behavior for the digital era. It is your corporate culture that can enhance or degrade organizational agility, according to Project Management Institute.


It is frustrating to hear people say, “That’s how it works here,” is not it? Your corporate culture went through several changes before coming to its current form. It is the people that decide what the culture should be and not conform to it unquestionably. The pandemic has taught us the importance of organizational agility. We have learned to adapt to the remote work model overnight. We have learned where we lagged quite painstakingly and doubled our efforts to get back on track fast. It means that we can adapt to any situation, learn, play to our strengths, and flourish. According to the TEC model (Puckett 2020), you must have three factors to achieve an agile culture—clarity, equality, and cooperation without conditions.

  • Clarity: Make sure the stakeholders have relevant information. Review your progress regularly and change course if necessary.
  • Equality: Instead of waiting for senior management approval for every move, you should have the power to decide what to do.
  • Cooperation: You can no longer stay limited to your field of expertise. You must learn new skills and collaborate with other departments as the world is.

To view the original article in full, visit the following link:

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