With prolonged economic uncertainty and evermore complex global trading conditions, the business environment will be continuously shifting and difficult to predict over the next decade. The need for UK companies to be agile is now not a ‘nice to have’ but an absolute necessity.

To date CEOs have typically led change in their businesses around ‘events’, such as the implementation of new strategy; introduction of a new product or a project to improve efficiency. Strategic Headway’s Autumn White Paper for Executives argues that CEOs need to urgently ‘change enable’ their organisations to effectively respond to these conditions. “Agile organisations of the future will have shifted away from episodic change to embracing it as part of their everyday normal business activities” says Michael Hill, Executive Director of Strategic Headway.

A number of underpinning conditions are required in an agile organisation, such as a flexible operating model and an IT system that allows the sharing of knowledge. However, it is people who are at the heart of creating an agile business. Fundamentally, employees want to do their jobs well; they want to be effective in their roles and to make a difference. To take maximum advantage of this behavioural trait, Chief Executives need to ensure that the right ‘Enablers’ and ‘Engagers’ are present and operating correctly in order to create an agile organisation.

Key Enabler
Employees need to be adequately empowered to successfully deliver their roles. They need the ability to conceive, design and implement change The culture of the organisation should support continuous change and the empowerment of employees

Up-to-date data and knowledge should be at hand. This information comes in many forms; from customer and market intelligence to internal learning and shared experiences Managers need the skills and techniques in managing business change, with frameworks to follow, adequate training and expert advice available

Key Engagers
Employees jobs must have meaning so they can make a clear connection between their role and the strategy of the company

Confidence in the CEO and the leadership of the company. Employees need to understand and have faith in the direction the company is taking

Recognition when a job is well done – feedback from superiors, promotion and financial reward based on achievements

CEOs must grasp the nettle
“Creating an agile change enabled organisation appears all very logical and sensible. It is, however, not straightforward to turn into reality” says Hill. “Importantly, it needs to be led, not just sponsored, by CEOs and they need to firmly grasp this nettle to make it happen”.