Knowledge Base Search

Business Agility has a tremendous amount to offer organisations of all shapes and sizes. But, as with all change, businesses will only reap these benefits when they take real ownership in adopting Agile practices. Simply relabelling existing, and even knee-jerk, practices as ‘agile’ just won't cut it.  

Leadership, Culture and Governance are central to business agility. This blog is based on our deep-dive panel discussions around these three essential components. 

The problem with Governance is that it is seen by most as a necessary evil, thought up by naive do-gooders and policed by narrow-minded jobsworths. What’s more, many hold the opinion that neither of these groups really understand what it means to operate in the ‘real world’ and seem hell-bent on getting in the way of doing just that.  

In today’s VUCA world, it is vital for organisations to rapidly adapt to fluctuating market conditions, cater to changing customer requirements, and continuously refine products or services. It is not always easy to do these things but as a business leader, understanding these challenges and finding ways to successfully address them is essential.

What is agile business analysis? Business analysis is usually defined as ‘the process of identifying and defining business needs, problems, and opportunities, and co-creating solutions that deliver value to stakeholders.  ​It involves gathering and analysing data, eliciting and managing stakeholder needs, and ensuring alignment with business goals and objectives.’ 

Today's rapidly changing business environment demands that organisations adapt to remain competitive and relevant. Agility has become a vital component of organisational success.  

In today's fast-paced business environment agility has become a key factor for success and finance functions are no exception. The traditional methods of financial management are no longer sufficient to keep up with the rapidly changing market dynamics, regulatory requirements, and technological advancements.

Agile market research is expanding fast in consumer markets, where connecting with customer audiences early and often in the product development cycle provides increasing customer centricity. It’s an exciting field that means product marketers no longer need to be tempted to make decisions based on opinion or historic scenarios. They can ask the target audience and receive results in just a few hours.

Over the last three decades, I’ve expended an inordinate amount of my professional life grappling with complexity and complicatedness. Striving to render the complex less complicated, make the complicated simpler, and eliminate the unnecessary.

This blog is based on our event: Beyond Budgeting – Business agility in practice. What do you think of when you hear the word ‘budget’? Something strict and inflexible – something that you MUST stick to if you are to succeed? In its adjectival form, ‘budget’ means ‘inexpensive’— a budget holiday for example. But what is the true cost of putting traditional organisational budgeting processes on a pedestal?