Why Do We Use It?
Right Side Histogram - Statistical graph:
- The more aware organizations are of the drivers of agility, the more likely they will achieve long-term success. Organizations with high agility experience greater revenue growth, with 75 percent in our findings reporting a minimum of 5 percent year-over-year revenue growth last year, compared to only 29 percent of organizations with low agility
- Organizations with high agility make significant financial impacts by ensuring project costs remain consistent, communicating internally, offering training and development, and listening to the customer, just to list a few.
Left Side Plot: Why Agility Pays:
- this analysis, based on surveys of more than two million respondents at over 1,000 companies, has become a stable baseline for understanding the incremental contributions of specific organizational and leadership characteristics to the health, positive and negative, of the companies in our sample.
- No one would expect sluggish companies to thrive. It’s equally reasonable to assume that success achieved through breakneck speed, without stabilizing processes and structures underfoot, will be hard to sustain over the long term. Yet some executives might not only reasonably maintain that speed and stability pull in opposite directions but also hypothesize that they may be negatively correlated. Our latest research, however, confirms that the opposite is true.
- It’s significant that all 37 of the management practices we scrutinize, when combined with speed and stability, generated better outcomes in their respective dimensions of health, as well as better overall health. In 4 of the 37—financial management, financial incentives, capturing external ideas, and involving employees in shaping a company’s vision—speed and stability had a particularly striking impact.