▷ Agility: what makes organizations more successful

03.02.2022 – 07:15

BearingPoint GmbH

Frankfurt am Main (ots)

The transformation to agile organizations is high on the agenda of many organizations. But not only there. In the coalition agreement of the new traffic light government, the transformation towards agile administration is now a top priority. But where are we in the change? Which goals are specifically associated with the introduction of agility and what is the status of goal achievement? In its new study “Agile Pulse 2022: Doing Agile vs. Being Agile”, the management consultancy BearingPoint analyzed the various dimensions of agility, their challenges and potential.

Acting agile and being agile – these are not the same and have a significant impact on the success of agile in organizations. The new BearingPoint study “Agile Pulse 2022: Doing Agile vs. Being Agile” shows why it is not enough to just introduce agile methods and frameworks for long-term goal achievement, but why a holistic, multidimensional view and transformation is required.

Responsiveness is the top goal when introducing agile methods

The relevance of agility is still high. The proportion of organizations that use agile methods is constantly growing across industries. According to the study, 96 percent of the participants surveyed rated the future relevance of agile methods as high. The most important reasons for the introduction of agile methods are improved responsiveness (82 percent), improved collaboration, improved product quality and improved speed / time to market (each 72 percent).

Desired goals not yet achieved

If you compare the desired goals of introducing agility with the improvements actually achieved, it turns out that eight out of nine goals have not yet been achieved on average. According to the study, the reason for this is that agility has been methodically introduced in many organizations, but has not yet been holistically established. An opposite effect can only be observed with regard to attractiveness as an employer. While 48 percent of those surveyed formulated this as a clear goal of agile transformation, 51 percent stated that they had become more attractive as an employer.

Already 75 percent of organizations use agile methods – almost a third of them exclusively

Of the organizations surveyed, 45 percent state that they use a mix of classic and agile methods. A full 30 percent now use agile methods exclusively, while 25 percent continue to rely on purely classic methods in product development and project management.

Julia von Spreckelsen, Partner and Head of Agile Advisory Germany at BearingPoint, emphasizes: “Our study clearly confirms the benefits of agility and shows what enormous potential it offers. But it also shows that many organizations are achieving their goals associated with the introduction of agility not achieve it. One reason for this is that these organizations consider their agile transformation to be complete with the introduction of an agile method or framework. But that is not enough. Agile transformation includes the change of corporate culture, structures and processes through to technologies and products. Above all, these organizations are not tackling cultural change or are not tackling it consistently enough. This stops the holistic agile transformation before it has really started and prevents the organizations from achieving their goals.”

Andreas Mitter, Partner and Head of Agile Advisory Austria at BearingPoint, adds: “One of the biggest challenges of agile transformation is the qualification and willingness of employees to change. The offer of agile learning opportunities and career paths has a significant influence on agile maturity. Almost the Half of employees in organizations classified as non-agile in our study are dissatisfied with agile learning opportunities and career paths, while 96 percent of agile practitioners – i.e. employees whose work environment is already characterized by agile – are satisfied with the respective offers It is therefore not surprising that agile practitioners achieve their goals almost three times more often than employees of non-agile organizations Holistic agility increases the satisfaction and identification of employees and ensures that goals are achieved faster and the resilience of the org anisation is strengthened overall.”

Agile methods have been in use for an average of five years – increasingly at higher organizational levels

On average, all respondents have been using one or more agile methods for more than five years. Almost half of those surveyed (48 percent) stated that they had started using agile working methods in the past three years, and almost two-thirds (32 percent) had been using them for four to six years. The study also shows that agile methods are increasingly being used at higher organizational levels – a 15 percent increase compared to the Agile Pulse study 2020.

Covid-19 pandemic: The more agile the organization, the more resilient it is in times of crisis

This study also surveyed how well the respondents coped with the challenges of the Covid 19 pandemic. In this context, too, the value of holistic agility is confirmed and, with regard to crisis resilience, it is evident that organisations, teams and individuals who are in holistically agile environments cope much better with the resulting challenges than those whose agile maturity is comparatively low is.

About the study

The “Agile Pulse 2022” is an international study by the management and technology consultancy BearingPoint. The data set for the study was collected using an online questionnaire. This was activated for the participants to answer between July and September 2021. 1,163 returns qualified for the evaluation.

The entire study can be found at: https://www.bearingpoint.com/de-de/unser-erfolg/insights/studie-agile-pulse-2022/

The attached infographic can be used freely for editorial purposes. We ask for proof of source: BearingPoint.

About BearingPoint

BearingPoint is an independent management and technology consultancy with European roots and global reach. The company operates in three business areas: The first area includes the classic consulting business, whose service portfolio includes People & Strategy, Customer & Growth, Finance & Risk, Operations and Technology. In the area of ​​business services, BearingPoint offers customers IP-based managed services beyond SaaS. In the third area, BearingPoint develops new, innovative business models together with customers and partners.

BearingPoint’s customers include many of the world’s leading companies and organizations. BearingPoint’s global network of more than 10,000 employees supports customers in over 70 countries and works with them to achieve measurable and long-term business success.

Further information:

Homepage: www.bearingpoint.com

LinkedIn: www.linkedin.com/company/bearingpoint

Twitter: @BearingPoint_de

Press contact:

Alexander Bock
Global Manager Communications
Phone: +49 89 540338029
Email: [email protected]

Original content from: BearingPoint GmbH, transmitted by news aktuell


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