Agility as a strategic and organizational principle is increasingly understood in the digitized world as a success factor for companies of all types and sizes, according to innosabi’s blog. The agile thinking and acting that young startups take for granted often develops in the opposite direction with the increasing maturity and size of a company: flexibility becomes rigidity, speed is lost and planning replaces action.

Digital change

Competitive pressure is increasing in every industry. More and more new companies are entering the market, which are brimming with new ideas in terms of the customer experience. Due to changing customer needs, digital change is paramount. This is also shown by the figure that, in addition to price and cost pressure, digital transformation is at the top of the list.

digital agility
Increasing cost pressures and digital transformation are top topics, according to Hays’ study. In the summary of the study, digital agility is mentioned as a success factor to overcome these challenges (own presentation based on the study by Hays)

It is well illustrated by the example of Kodak or Apple that digital change is fundamentally linked to the company’s success. For example, Kodak has painfully experienced the digital transformation of customer requests towards the immediate availability of photos. Apple has responded to the desire to have music available at any time, by digitizing the music industry (iTunes).

“We are challenged to deliver faster and more cost-effectively and to support innovation.” (CEO in the Hays study).

So a response to this quote from the study could be a new method or approach to this digital transformation. But what does this digital agility actually mean? Neither Google nor academic journals have given me a clear explanation at the moment.

Digital agility or digital agility

According to a study by Hays, agile methods are particularly important in digital projects. 40% of the projects are already agile and a study by Detecon, which I presented in an article on digital transformation, confirms these results. It turns out that digital change is blocked primarily by “silo and competitive thinking” of departments. According to Hays’ study, this is still facing staff blocking or the lack of time due to day-to-day operations.

Digital agility
Digital agility has a strong impact on the success of companies, according to the study by Innosabi (Own presentation based on the study by Innosabi)

One solution could be the so-called digital agility or as mentioned in the figure digital agility. According to the graph, this has a very decisive influence on the company and the success of the digital transformation. However, this study is still ongoing and I am looking forward to the results. Companies want to be “fast, flexible and innovative,” according to the Innosabi study. The complexity of the requirements is therefore increasing significantly. An article about this complexity can already be found here in the blog. In this process I did not find a definition and therefore use the contents of my blog. Thus, digital agility not only stands for the principles of Scrum, but also has the following sub-areas:

These methods can be used to reduce the complexity of digital transformation. For each point there is an extra article in the blog, which explains the best practices in detail. Of course, not all points of the digital transformation are covered yet, but at least some points could be taken into account. Also note meine further book suggestions for the digital transformation.

Genderhinweis: Ich habe zur leichteren Lesbarkeit die männliche Form verwendet. Sofern keine explizite Unterscheidung getroffen wird, sind daher stets sowohl Frauen, Diverse als auch Männer sowie Menschen jeder Herkunft und Nation gemeint. Lesen Sie mehr dazu.

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Verwendete Quellen anzeigen
https://innosabi.com/wp-content/uploads/2016/06/20160607_Digital_Agility_Studieninfo.pdf
https://www.hays.de/documents/10192/118775/Hays-Studie-Von+starren+Prozessen+zu+agilen+Projekten-2015.pdf

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I blog about the impact of digitalization on our working environment. For this purpose, I present content from science in a practical way and show helpful tips from my everyday work. I am a manager in an SME myself and I wrote my doctoral thesis at the University of Erlangen-Nuremberg at the chair of IT Management.

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