Beth Keserauskis

Agility

After a particularly frustrating series of days working for a state institution, I was reflecting on the concept of agility and how important it is for an organization. More appropriately, I was ranting about how NOT agile a public higher education organization is. So I decided to Google “business agility”. And since Wikipedia is clearly the destination for accurate information (*sarcasm*) and you really should believe everything you read on the Internet (*more sarcasm*), it was only natural to include information from their entry (which, by the way, is cited as Dyer, L. and Ericksen, J. (2009). Complexity-based Agile Enterprises: Putting Self-Organizing Emergence to Work. In A. Wilkinson et al (eds.). The Sage Handbook of Human Resource Management. London: Sage: 436–457.)

Agility is a concept that incorporates the ideas of flexibility, balance, adaptability, and coordination under one umbrella. In a business context, agility typically refers to the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways.

Where to begin pointing out the ways we are not agile? I often feel like each day I am trying to change the course of a cruise ship with a canoe paddle. All frustration with the business practices required by the State of Illinois aside, let’s focus on the communication side of a business.

We cannot craft messages and responses by committee anymore. The world is moving too fast and the situation will have changed and incorporated more information faster than the statement can be reviewed by 3 of the required 7 people. What about establishing the core values, mission, brand platform and promise, and overarching key messages, and then deputize people to be company ambassadors at all levels?

Also, if your entire communication/sales strategy is based largely on printed material and direct mail, how up-to-date do you think the information is that people will have in their hands? I am not advocating banishing all printed material, as they have a time and place. However I am suggesting that our customers are so much more savvy than ever before and will go to the places where they want to consume information (websites, blogs, social networks, friend networks, etc) rather than try to figure out how a business is trying to force them to consume the information. Meeting the customers where they are looking for information requires agility in a business, and specifically in the marketing and sales areas. It also requires the leaders of both areas to buy into the concept, versus continuing with “the way it has always been done”.

Going back to the Wikipedia entry,

There are several key distinctions between the agile enterprise and the traditional bureaucratic organization. The most notable is the agile enterprise’s use of fluid role definitions that allow for dynamic decision making structures. Unlike the rigid hierarchies characterizing traditional bureaucracies, organizational structures within agile enterprises are more likely to fluidly adapt to changing business conditions into structures that support the current direction and any emergent competitive advantage. (Dyer, L. & Ericksen, J. (2007). Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability. In J. Storey (ed.). Human Resource Management: A Critical Text (3rd edition). London: Thomson Learning: 263–280.)

How can we change the state and structure of public higher education (Illinois specifically for my knowledge base) to become more agile? To me that is the new million dollar idea. Wish me luck finding it.

June 25, 2011 Posted by Elizabeth Keserauskis | communication, higher education, leadership | continuing education, disaster, strategy | 2 Comments