Despite their best efforts, most companies have not unlocked the full value potential from initiatives to be more competitive. Why? The “human factor.” Full value, included cost savings, can only be realized when change is adopted and sustained at every level.
Creating a truly agile culture requires the full commitment of the C-suite and senior executives. It is daunting yet doable.
Learn the three steps companies can take to harness the human factor.
Accenture’s research shows the primary barriers to advancing a company’s operations are human factors1. Yet, effective change that creates an agile culture can yield strong results.
Accenture’s analysis of over one million employees involved in change initiatives at more than 200 organizations finds that2:
1. “Increasing agility to fuel growth and competitiveness”, Accenture Consulting, 2016
2. “Smart spending is not just about the numbers”, Accenture, 2017
An agile culture helps unlock and sustain value for the long term. Take these three steps:
KNOW HOW AGILE YOU REALLY ARE
Complete a fast, highly-analytic agility assessment to inform and focus decisions about what needs to change.
MAKE AGILITY EVERYONE'S JOB
Get the full commitment and alignment of the entire leadership team—including the next generation of leaders. Identify specific behaviors and assign clear accountability for implementation.
MEASURE LEADERSHIP BEHAVIORS, NOT JUST FINANCIALS
Measure and incentivize executives for contributions to the entire organization’s agility. Use advanced analytics to understand what’s really driving change.
UNDERSTAND YOUR CORE TALENT NEEDS AND PROACTIVELY PLAN TO FILL GAPS
Complete a quick talent assessment, across functions and levels to understand the core skills that should be hired, built, automated or brought in through a liquid workforce.
BE THE CHANGE YOU LEAD ... OR BE CHANGED (OUT)
Leadership needs to consistently model the desired behaviors to build a culture in which transforming and innovating is natural, everyday behavior.
FAIL FAST. LEARN. REPEAT
The C-suite and entire executive team need to create an atmosphere that is safe and open to new ideas, that can “fail fast.”
Leverage interactive tools such as Accenture’s 30-day Challenge with “micro-actions” for employees to practice new behaviors and ways of working.