Agility in the toughest of times
While most industries were already dealing with market disruption on many fronts that placed traditional business and operating models under severe pressure, these trends have been accelerated by the COVID-19 crisis.
In response, companies have leveraged remote working, reimagined how they serve customers, created new business models, enhanced technology capabilities, assembled multi-disciplinary teams and partnered well beyond traditional boundaries.
Organizations that already had an intelligent operating model in place (built-in agility, guided by purpose, combining new ways of working with technology) were better positioned to deal with the crisis. However, many others have gained speed and agility they may not have thought possible beforehand. And they won’t want to lose it.
Maintaining speed and agility
Across the C-suite there is a lack of confidence in the ability of current operating models to meet market and competitive changes.
Instead of turbo-charging performance, they act as a drag on new strategies aimed at boosting growth and innovation.
More and more companies are adopting intelligent operating models. It’s an approach that pays off: The long-term EBITDA growth for truly agile organizations is 16 percent compared with six percent on average for non-agile organizations.
Those that wish to follow suit will need to address the myths of agile head-on.
Myth versus reality
To gain true speed and agility, companies must tackle head-on the myths surrounding intelligent operating models. They must reimagine the very essence of their business. While we can’t predict what will happen next, no matter the scenario, agility will be critical. Companies need to design their organizations with agility embedded across the enterprise and build the necessary muscle to continuously optimize and adapt.
Now is the time for companies to reimagine their operating model and create a new competitive reality that propels them ahead of their competitors.