business agility is the ability of an organization to sense changes internally or externally and respond accordingly in order to deliver value to its customers.
light
perhaps,there is no single definition of business value. the concept may vary depending on the context. however, it might be considered as a benefit for an organization.
the productivity of software delivery at enterprise organizations falls woefully behind that of the tech giants, and the digital transformations that should be turning the tide are failing to deliver business results. —mik kersten, project to product [1] business agility everything moves fast in the digital age. customer desires, competitive threats, technology choices, business expectations, revenue opportunities, and workforce demands now happen at blistering speeds. today, achieving customer delight at the speed of the market requires validating innovations with customers and then 'pivoting without mercy or guilt' when the hypothesis needs to change. moreover, significant technological advances are unlocking new ways to create this value. for example, ai, big data, cloud, and devops enable enterprises to expand their product lines, modernize their existing offerings, scale to mass markets, make better fact and insight-based decisions, and streamline solution development. competing in the age of software in her book technological revolutions and financial capital, carlota perez [2] explains the evolution of business, society, and financial cycles based on her analysis of five significant technological revolutions over the past three centuries. her research begins with the industrial revolution, leading to the age of steam and railways, the age of steel and heavy engineering, and the present age of software and digital, as illustrated in figure 1. perez concludes that these revolutions lead to massive social change, market disruption, and an all-new economic order. indeed, these are world-shaking disruptions that typically occur once in a generation. we are in the midst of one of those ages now, the deployment period of the age of software and digital. this period is when every business is a software business. put simply, competing in this age requires large-scale software and system development capability that enables true business agility. why organizations struggle to achieve business agility the organizations we created in the 20th century were designed much more for reliability and efficiency than for agility and speed. — john p. kotter, accelerate [3] most leaders in traditional organizations are aware of the digital disruption threat, yet many fail to transition to take their place in the next economy [4]. the question is, why? organizations start as a fast adaptive network as an organizational researcher and author, john kotter illustrates in his book, accelerate: building strategic agility for a faster-moving world, successful enterprises don't start as large and cumbersome. instead, they typically began as a fast-moving, adaptive network of motivated individuals focused on responding to the customer and the new business opportunity. roles and reporting relationships are fluid, and people collaborate organically to identify customer needs, explore potential solutions, and deliver value in any way they can. in other words, it's an adaptive 'entrepreneurial network' of people working to leverage an opportunity (figure 2). hierarchy forms, then grows and grows as the enterprise succeeds, it naturally wants to expand on its success and grow. this growth means that individual responsibilities must become clearer. as a result, the enterprise hires specialists to add expertise, creating new functional areas. policies and procedures ensure legal adherence and compliance, driving repeatable, cost-efficient operations. the business starts to organize functionally to scale, causing silos to form. meanwhile, operating in parallel, the network continues to seek new opportunities to deliver value (figure 3). achieving larger economies of scale requires the hierarchy to grow. and it grows until it conflicts with the entrepreneurial network. the hierarchy and adaptive network collide eventually, the hierarchy collides with the faster-moving, more adaptive network. the result? the adaptive network gets crushed. the focus on the customer is often one of the main casualties (figure 4.) without the entrepreneurial network, the organization lacks the agility to respond when the customer needs shift dramatically or when a disruptive technology or competitor emerges. an urgent crisis erupts, and the company's survival is now at stake. however, the organizational hierarchies built over the last fifty years have provided time-tested structures, practices, and policies. they support the recruiting, retention, and growth of thousands of employees across the globe. simply put, they are still needed. in addressing this dilemma, kotter points out, "the solution is not to trash what we know and start over but instead to reintroduce a more agile, network-like structure" that operates in concert with the hierarchy to create what he calls a 'dual operating system.' this system, illustrated in figure 5 and described in the following section, allows companies to capitalize on rapid-fire strategic challenges and retain their stability [3]. the solution: safe is the second operating system the existing hierarchy, people, and management still have a purpose and largely remain in place. however, safe creates a second virtual operating system organized around development value streams instead of functional silos (or departments) to form the entrepreneurial network. each development value stream creates one or more agile release trains (arts) with a shared business and technology mission. each art plans, commits, develops, and deploys together. they are an integral part of the entrepreneurial network that develops innovative products (solutions and services). although the management reporting structure in the hierarchy may remain largely the same, the teams in an art are self-organizing and self-managing, and they no longer need daily task direction. arts are virtual organizations with the people needed to define, deliver, and operate the solution. this new virtual organization breaks down the traditional functional silos that inhibit flow and innovation. by organizing the second operating system around value streams instead of departments, safe offers a way for organizations to focus on customers, products, innovation, and growth in harmony with their existing hierarchical structure. moreover, this operating system is flexible. it is built on time-tested lean-agile safe practices. it can organize and quickly reorganize without completely disrupting the existing hierarchy, as illustrated in figure 5. that's what business agility demands. responding to market changes and emerging opportunities is vital to surviving in the digital age, where disruption is the norm rather than the exception. technological advances have drastically shifted the dynamics of the competitive game by opening up various ways to win in the market. the ability to respond quickly with innovative business solutions—what we call business agility—is the deciding factor between success and failure. therefore, enabling business agility is a mission-critical goal for every organizational leader. an organization must first understand and then apply the safe business agility value stream (bavs) to deliver value faster to keep today's customers and win new ones. the bavs helps organizations visualize the steps and implement the safe core competencies needed to move from identifying an opportunity to delivering customer value in the shortest possible time. the following sections describe the bavs in greater detail. core competencies of business agility
this is the official website of agile business institute, inc.
this professional certificate is designed for people who want to understand agile ways of working and how they support the business analysis role.
the world of work is in a constant state of disruption, change and evolution. it’s because of this that agile working has come to the fore.
this training programme on agile business strategy and organisational development for sustainable growth focuses on key areas to ensure alignment of business strategy to od strategy.
agile project management is an approach based on delivering requirements iteratively & incrementally. read the definition, methodology & more with apm.
discover who an agile business analyst is and explore their essential skills, roles, and responsibilities. this comprehensive guide provides insights into the agile ba's contribution to successful projects.
the agile business consortium is the leading not-for-profit professional body for promoting and enabling business agility worldwide. we work with partners and alliances to promote agile practices, and to develop, curate and share agile resources with the wider world. the direct descendent of the dsdm consortium, we encourage an agnostic and client-centred approach to the use of agile methods and frameworks.
when we take on a new challenge we use our vast knowledge and experience to help deliver excellence within your organisation.
the agile business consortium is a global leader in promoting business agility, with unrivalled expertise in the field. a not-for-profit organisation, it pio...
find out more about agile methodology and its business benefits. what is this way of working? read more at our blog.
author:gower, bob. book binding:paperback / softback. the feel-good place to buy books. in 2002, world of books was founded on an ethos to do good, protect the planet, and support charities by enabling more goods to be reused.
we take a look at the difference between agile and business agility. commonly used interchangably, they need separately understood.
our selected agile courses emphasise the tangible benefits of agile methodologies: efficient responses to change, streamlined operations, and a competitive edge. whether exploring how agile and business agility work or aiming to enhance business adaptability, our expert-led sessions can guide your journey.
develop the skills needed to become a proficient agile business analyst.
course overviewthe agile business analyst practitioner virtual training course is perfect for students who have completed the agile business analyst foundation training. the course will allow you will gain all the skills, knowledge and accreditation required to work as an agile business analyst.our e-careers apgm accredited agile business
learn how to break through the myth of the iron triangle – and to move forward as an agile enterprise that enables innovation and business transformation.
light
in this blog, we will help you understand the key roles and responsibilities of an agile business analyst (ba) and the skills required to become one.
discover seven unique tips to merge agile development with business strategy and set your company on the path to success.
learn how agile and business transformations drive success and how agility ensures competitive, long-term success.
read our blog for tips, insights, news, and views about project and business success.
discover who an agile business analyst is and explore their essential skills, roles, and responsibilities. this comprehensive guide provides insights into the agile ba's contribution to successful projects.
the agile business analysis (agileba®) handbook provides guidance on the role of the business analyst working in an agile way to help organisational mission and strategy.
elevate your career and business agility skills through internationally recognized certifications with real-world case studies and proven frameworks taught by industry experts.
in general terms, an agile business analyst is a business analyst who performs their craft within an agile environment, either as a member of an agile team or part of the program/portfolio team. realistically, a business analyst cannot call themselves agile just because they’re on an a
business and technology describes the patterns that may be applied to realize business agility by applying safe principles and practices across the enterprise.
this four-day apmg-accredited course provides you with knowledge and understanding of the ba role’s responsibilities, techniques used, practices employed and guidance in transitioning to the agile ba role.
introduction to the agile mindset and business agility for business professionals in any function (non-it). great start for teams and business units!
over the past 25 to 30 years, agile innovation methods have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of it teams. now those methods are spreading across a broad range of industries and functions and even reaching into the c-suite. but many executives don’t understand how to promote and benefit from agile; often they manage in ways that run counter to its principles and practices, undermining the effectiveness of agile teams in their organizations. from their work studying and advising companies that have successfully employed agile methods, the authors have discerned six crucial practices for capitalizing on agile’s potential: (1) learn how agile really works; (2) understand when it is appropriate; (3) start small and let passionate evangelists spread the word; (4) allow teams that have mastered the process to customize their practices; (5) practice agile at the top; and (6) destroy corporate barriers to agile behaviors. they expand on each, providing executives with a practical guide for accelerating innovation and profitable growth.
certificate the agile business foundation certificate is a recognized certificate for people who work with agile and scrum in a non-it context. the certificate shows that you know the basis of agile and scrum. this distinguishes you from people who cannot prove their expertise with a supporting document. target group the agile business foundation certificate is intended for professionals who have recently started working with agile or scrum in a non-it environment. you do not have to have extensive experience in the application of agile and scrum but will need a firm theoretical basis. so, make sure you study the course material well. the certificate offers added value for everyone who: collaborates in a team and wants to organize this collaboration more intelligently is a project manager and wants to expand / demonstrate knowledge about agile project management examination below you can find details about the exam: it is an online exam the exam has a time box (30 minutes) in which 40 questions have to be answered 32 questions must be answered correctly in order to pass the exam the exam is in english the agile business body of knowledge is the course material for the exam it is an open book exam so you can review the course material during the exam there are no entry requirements for this exam price the costs for the certification are £60 per attempt. this price includes vat. the certificate has no expiration date and is valid forever. preparation it is not mandatory to attend a training course with one of the official partners of the iiabc. if you know the course material and feel comfortable taking the exam, you can do it directly online. questions about this certification? you can reach our office via info@iiabc.org.
coming together is a beginning. keeping together is progress. working together is success. — henry ford achieving business agility with business engagement by charlene m. cuenca, safe fellow note: this article is part of the community contributions series, which provides additional points of view and guidance based on the experiences and opinions of the extended safe community of experts. introduction alignment and transparency are two core values in the framework. for true alignment, we need balanced participation from key functions in the organization. while we generally have heavy engagement from product, engineering, architecture, and delivery, in order to foster true business agility, we need help from those who are responsible for business operations as well. this article provides additional guidance around the role of the business owner and focuses on how to foster and support engagement from our commercial team members who are responsible for the ‘business of the business’. business owners in safe
click for agile business analyst certification and training. take your agile ba course and gain the agile business analysis skills needed today.
is there an agile business model? how do we unlock its value? to get answers to these questions, we must start by understanding how most business models function now...
learn what business agility is and why forward-thinking organizations are racing to embrace this alternative management approach. leverage our guide today.
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations
discover the current challenges facing the uk economy and our 12 tips to building a resilient and agile business strategy to navigate a dynamic market.
agile business modeling is a new, lightweight approach that combines business development with agile principles to build a flexible organization capable of reacting fast to unpredictable changes. the organization also supports itself during the transformation. the modeling approach is iterative and delivers just enough architecture and roadmap to prevent chaos. in simpler terms, agile business […]
students from under-represented backgrounds at northumbria university are being offered funding support for post graduate study following an enhanced partnership agreement with the agile business consortium.
https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-agile
learn what agile project methodology is, its core principles and benefits for teams, and how to implement and measure agile techniques in your business.
the 2-day agile business consortium scrum product owner focuses on all of these areas to teach students how to maximize the value of software products and systems.
agility is the ability to adapt and respond to change … agile organizations view change as an opportunity, not a threat. —widely attributed to jim highsmith, co-author, agile manifesto organizational agility organizational agility is one of the seven core competencies of business agility, each of which is essential to achieving business agility. each core competency is supported by a specific assessment, which enables the enterprise to assess its proficiency. the measure and grow article presents these core competency assessments and recommended improvement opportunities. why organizational agility? in today’s digital economy, the only truly sustainable competitive advantage is the speed at which an organization can sense and respond to the needs of its customers. its strength is its ability to deliver value in the shortest sustainable lead time, to evolve and implement new strategies quickly, and to reorganize to address emerging opportunities better. organizational agility is critical to respond sufficiently to challenges. unfortunately, most businesses’ organizational structures, processes, and cultures were developed more than a century ago. they were built for control and stability, not innovation, speed, and agility. small incremental changes to how businesses manage, strategize, and execute are insufficient to remain competitive. this requires a leaner and more agile approach which, in turn, requires sweeping changes that have a positive, long-lasting impact on the entire enterprise. the safe approach to addressing the challenge of digital transformation is the ‘dual operating system’ (see business agility). this approach leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. by organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, safe restores the second (network) operating system. it allows organizations to focus on the innovation and growth of new ideas and the execution, delivery, operation, and support of existing solutions. the organizational agility competency is instrumental in bringing the power of the second operating system to support the opportunities and threats of the digital age. this competency is expressed in three dimensions (figure 1): lean-thinking people and agile teams – everyone involved in solution delivery is trained in lean and agile methods and embraces their values, principles, and practices. lean business operations – teams apply lean principles to understand, map, and continuously improve the processes that deliver and support business solutions. strategy agility – the enterprise is agile enough to sense the market and quickly change strategy when necessary. each of these dimensions is described in the sections that follow.
starting an agile business is an exciting time, full of challenges, learning and opportunity. many succeed but many fail too. knowing how to build an agile business is vital to giving your business the best chance of success.how to build an agile business - quick guide get your copy how to build an agile business
agile and business architect explores how bas can work within an agile environment and offer business architecture artifacts in an iterative and agile way.
our business agility canvas helps to shape agile transformations using the 6 enablers of business agility & helps create a plan to succeed.
the learning consortium comes to the drucker forum.
a programme that changes mindsets and enables effective results through the mastery of agile methods
download our free ebook to discover the secrets behind bjss’ award-winning enterprise agile project management methodology.
a simple guide to agile concepts, approaches and tools you can immediately apply.being agile in business start reading discover smarter, leaner, faster ways to succeed at work! being agile in business "simply a “must read” for anybody in business" r edlin, niddocks. belinda waldock is a leading agile business coach who has worked with thousands of
explore agile business operations! learn principles, tools, techniques, overcome challenges, and foresee its future in my guide
bcs professional certificate agile business analysis