Topic 2 Flashcards
What is organisational agility?
The ability of an organisation to rapidly sense and respond to changes in the market, customer needs, and technology, delivering value efficiently and flexibly.
What is business agility?
The capability for rapid, continuous, and systematic adaptation and innovation aimed at maintaining a competitive edge.
What is hyperconnectivity?
The intense interconnectedness of people, devices, and data through digital networks, enabling real-time interaction and automation.
What is the main challenge of planning digital transformation in a dynamic market?
Adapting to constant change in markets, customer expectations, and technologies while still delivering value.
What are key enablers of organisational agility?
Agile frameworks, scalable technologies (cloud, APIs), customer-centric strategies, change management, data-driven decisions, iterative learning.
How can organisations build customer-centric strategies?
Use customer insights and analytics, personalise at scale using AI, involve customers in co-creation.
What is the role of citizen developers in digital agility?
Business users who create software solutions using low-code/no-code platforms, increasing speed and flexibility of innovation.
What does social network analysis (SNA) help identify in organisations?
How work really gets done by analysing informal networks and relationships between employees.
What are core competencies?
Harmonised combinations of skills and resources that are difficult to imitate and give the firm competitive advantage.
What are the three criteria for core competencies?
- Access to a wide range of markets, 2. Significant customer benefit, 3. Difficult to imitate.
What is the paradox of agility in large organisations?
Balancing speed and flexibility with stability and structure - agility requires both a flexible outer layer and a solid core.
Examples of companies that failed due to lack of agility?
Blockbuster, Kodak, Nokia.
What does McKinsey’s Organisational Health Index assess?
The overall ‘health’ and agility of an organisation across multiple dimensions like leadership, culture, and innovation.
What behaviours define agile cultures?
Bias for action, free flow of information, high-performing adaptable culture, clear behavioural norms.
Why do large firms struggle to become agile?
Legacy systems, rigid structures, fear of uncertainty, hierarchical resistance, preference for control.
How can organisations scale agile practices?
Through multi-layered frameworks, stakeholder engagement, training, and addressing cultural and structural challenges.
