The concept of working in an agile way to address the complex and unpredictable demands of the global economy is not a new one—but it’s increasingly attracting the attention of every type of organization from small start-ups to large corporates. Agile working depends on changes to the IT infrastructure, and on the delivery of smart technologies and services in support of changes in workplace systems and behavior, as a key part of a broader approach to corporate agility.
The concept of agile working is currently being tested on a global scale amid the COVID-19 pandemic. A massive involuntary experiment in home working has been an eye-opening experience for many organizations who are only now understanding what agile working really means to their workforce. Before the virus, agile working primarily referred to the agile use of space by people working inside the office; now the definition of agile casts its net much farther. And more than ever, it has become apparent that the underlying foundation of agile working is a strong IT infrastructure.
But if organizations facing the fallout of the pandemic now fully understand the urgency to become agile, the steps to implementation remain hazy and vague, leaving companies without a clear direction. This often means that organizations commit to facilitate agile working but fail to make the full transformation to an agile organization.
In this white paper, Kasia Maynard and Jeremy Myerson of global online knowledge network WORKTECH Academy describe the integrated approach that organizations must take to achieve full agile transformation.
