Ob Intro

The word innovation is used so frequently by executives and organizational leaders today that it
sounds like the newest craze or the promotional item of the month. It's conceivable that some
businesses live by the motto "to say or to pursue innovation since everyone is talking about it."
To truly differentiate oneself from the competition and ensure long-term economic viability,
innovation is a crucial component. In other words, this is a strategic component that must exist in
any business, either as a talent or as a developing area.
A common misconception regarding innovation is that it takes a specific kind of person to be

able to come up with something new or solve a problem almost immediately after getting an
idea. But in practice, innovation must be viewed as a company's potential or established capacity
to recognize all the resources available to them in their surroundings, analyze them, connect
them, and integrate them in order to meet a demand. In this approach, the business might create a
solution, a product, or a service that challenges conventional wisdom or working methods.
Examples of this type of company include, among others, the iPhone, Airbnb, Uber, smart
automobiles, Yelp, and payment wearables (frictionless ways of payment).
Clearly, constructing solutions of the caliber just outlined necessitates the inclusion of a properly
equipped staff and some financial resources. That said, no business should be discouraged from
adopting innovation as a talent that must permeate the whole organization if it wants to avoid
extinction. Additionally, initiatives like crowdsourcing and crowd founding become solutions
that allow a variety of actors, from entrepreneurs and SMEs to large corporations, to develop
innovations in a world where the collaborative economy is gaining influence and importance
even in organizational relationships.
For some businesses, organizational agility signifies a significant shift in how they operate and
do business. This entails stepping beyond of their comfort zone to explore new approaches,
which also requires endorsing a culture where mistakes are not seen negatively but rather as
opportunities to learn more. Opening up to the universe of possibilities and seeing them as
chances to generate even greater results than they have been is precisely one of the cornerstones
of innovation.
By encouraging its leaders and collaborators to reflect on their procedures, communications,
work dynamics, use of technical resources, customer interactions, and environmental trends,
developing innovation as a talent becomes a potent instrument for expressing adaptability inside
the business.
An illustration of this may be seen in businesses that apply design thinking as a process to create
new goods, services, or solutions by understanding the demands of the client and creating
prototypes that must be tested before receiving the go-ahead to launch. Apple and Lego are two
examples of corporations that set the bar for these procedures; these businesses continuously
assess the demands of their consumers and reinvent the goods they provide.
Scalable agility goes beyond increasing the number of agile teams and team-level techniques. It's
also necessary to modify the larger operational model, which serves as the thread connecting the
teams. By establishing an efficient, solid backbone, the firms driving the most successful agile
transitions were sure to achieve that. By aiming for flat and fluid structures built around high-
performing cross-functional teams, implementing more frequent prioritization and resource-
allocation processes, establishing a culture that supports psychological safety, and decoupling
technology stacks, one can optimize the entire operating model across strategy, structures,
processes, people, and technology.
Thus, enterprise agility represents a paradigm change away from the complex reporting
structures, rigorous yearly budgeting, compliance-driven culture, separation of business and
technology, and other characteristics that have dominated businesses for the previous 100 years.
If this is accurate and not simply marketing speak, then a discontinuity of this size should offer
businesses the chance to use their operational models as a source of competitive advantage,
much like early adopters of lean manufacturing did in the 1990s.
Although there are many individual case studies and agile success stories, we were able to move
beyond anecdotal for the first time because we had quantitative results and a bigger sample.
Agility causes a step shift in performance and enables businesses to pass already-agile ones.
Highly effective agile transitions often resulted in increases of roughly 30% in productivity,
employee engagement, customer satisfaction, and operational performance. They also made the
business five to ten times quicker and sped up innovation. While common wisdom occasionally
views these aims as incompatible (for instance, efficiency at the expense of employee
engagement), our results demonstrate that this is not always the case. On average, out of the
seven performance aspects covered by the poll, the respondents indicated increases in four of
them.
This radical transformation manifested itself as a competitive advantage as well. A top-quartile

performance among peers was three times more likely for organizations that had successfully
changed to an agile culture than it was for those that hadn't. They not only had a better likelihood
of becoming top-quartile performers, but also had a greater chance of obtaining a more
developed operating model across all dimensions, surpassing the born-agile firms.
Organizational leaders must take the initiative rather than waiting for agility to emerge from the
bottom up. In our survey, we specifically questioned respondents about the steps they took to
prepare for and implement agile changes. Then, in order to determine what they did differently,
our study contrasted the 580 less successful conversions with the almost 300 extremely effective
ones. Our logistic regression model identified four components that, when combined, increased
the likelihood of success from an average of 35% to 70%:
Achieve it for the best squad. Spend enough time up front before you get started to make sure the
top team understands the principles and can lead the change.
Go after value with intention. Instead of depending on bottom-up piloting and waiting for scaled
agility to emerge, be clear on how agile delivers value and let the top team lead the company in
pursuing it.
Create connecting tissue by moving beyond agile teams. Rewire the whole operating model
(strategy, structure, process, people, and tech) as part of your transformation to make sure the
team is supported and connected rather than hindered.
Utilize front-runners and keep your speed up. To maintain momentum and prevent depleting the
company, finish the primary phase of the agile transformation in under 18 months. In some front-
runner areas, move even more quickly to show commitment and early results.

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The word innovation is used so frequently by executives and organizational leaders today that it

A common misconception regarding innovation is that it takes a specific kind of person to be

This radical transformation manifested itself as a competitive advantage as well. A top-quartile

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