Developing a Business Agility Transformation Plan

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  • 0:05 Agility
  • 1:09 Where to Begin
  • 1:44 Step by Step
  • 3:27 Example
  • 4:58 Lesson Summary
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Lesson Transcript
Instructor: Joseph Madison

Joseph received his Doctorate from UMUC in Management. He retired from the Army after 23 years of service, working in intelligence, behavioral health, and entertainment.

This lesson will explain how your organization can design a business agility transformation by developing a compelling transformation vision, objectives, and measures for success.


Charlie, the owner of Tech For Your Pets, Inc., is looking to find a way to increase the satisfaction of their customers. Recently, Charlie's innovators came up with a new collar for dogs that has a speaker built in so that you can talk to your dog when you're away from the house. For some reason, the collar has received very little acceptance in the market. Though Charlie knows his product is solid, he doesn't know why it isn't a hit. This is where agile thinking could have helped his business. If Charlie had communicated constantly with his consumers, he may have heard that dog owners thought the speaker was too bulky, and the speaker being so close to the dogs ears scared dogs instead of making them feel secure.

Agile thinking is the business model that focuses more on interactions and people than the products themselves. Agile methodology also tries to eliminate unnecessary actions in order to make a leaner and more productive work environment. Just like in Charlie's experience, agile thinking would've made sure any product that makes it on the market has already been seen and accepted by customers.

Where to Begin

Now that you see how important agile thinking can be for your organization, you can now begin to plan for your transformation. To begin, you'll want to create a compelling vision for your agile business. To do this, you'll want to determine your purpose, goals, and values. If you take these ideas for your company, then you can use agile principles to shape them. Although some visions will try to focus purely on your end results, as an agile business you'll also want to highlight how you're getting there. Since communication and people interactions is such a large part of agile thinking, you should keep this in mind.

Step by Step

Once you have a vision, then you can start developing your transformation plan. You'll want to do the following things:

  • Create a timeline: Agile transformations should change every part of your business, so it's important to break down a gradual changing schedule. Be adaptable and understand that some parts of the change make take longer or shorter than you thought.
  • Decide who will help you: You'll need to determine if all of your management team will be helping you implement these changes or if you want select individuals only.
  • Develop objectives: Now is the more challenging part - you'll need to decide what changes first, then second, and so on. Break down which changes you will be making and in what order. For example, changing HR guidelines and job descriptions, then moving on from there.
  • Communicate: Communication will be vital when discussing what'll be likely large changes that'll affect all of your workforce. Make sure to hold large conference meetings, smaller team meetings, and even one-on-one meetings in order to ensure that your employees know what's going on and why.
  • Create training: Make sure your training group creates a variety of training types to help your employees learn agile thinking and integrate it into their day-to-day.
  • Build assessment measures: You'll need to create a way to determine how well your transformation is going. You can do this by checking your consumers' satisfaction levels, having meetings with employees to see how they're adapting, as well as analyzing productivity and product quality.

Keep communicating as you transform and after. Two-way communication will be vital in ensuring the success of your agile transformation. Communication must be with your workforce and your consumers.

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