How has agile affected your business

Agile companies"What is that again?"

In this respect, it may disappoint some: Agile leadership, for example, is ancient. But what it suggests as an evergreen is twofold. On the one hand, the realization that it is still not a matter of course for a company's modus operandi, and on the other hand, that it is a mistake to be able to simply prescribe agility. Otherwise, adequate instruments and procedures would have long since replaced the if-then logics of the old economy.

Decision-makers who follow economic logic stubbornly celebrate their illusion of control when they follow the dogma of the measurability of economic activity and only attach power to countable KPIs. You delegate responsibility for results, but less freedom of design. They cement responsibility, but less collaboration. They carry out knowledge transfer and less know-how transfer. They immunize themselves from radical upheavals when they applaud the logical, cool-rational economy and its methods instead of courageously taking up the results of behavioral economics.

And there we are at an important point: In the past, as now, agility is not an instrument, but a basic attitude. A basic attitude that enables employees ...

... to break new ground in work creatively and independently of hierarchy,
... to react quickly and unconventionally to market developments,
... to wrestle with each other for the appropriate path and
... to exchange experiences.