Nick Horney, Ph.D. Principal, Agility...
Transcript of Nick Horney, Ph.D. Principal, Agility...
1
1/6/2013
Organizational Agility Process Audit Nick Horney, Ph.D. Principal, Agility Consulting
Agility Consulting and Training, LLC - 2012 Page 1
Organizational Agility Process Audit™
onducting an Organizational Agility Process Audit™ provides a comprehensive
approach to identifying the agility of an organization’s core business processes. It
complements and can be used in conjunction with or separately from the application of our current
Organizational Agility Audit™ which has been used by a
significant number of companies during the past decade to
capture their agility baselines and plans for agility
implementation. The Organizational Agility Process Audit™
combines the best practices of the Baldrige Performance
Excellence process with the key elements of The Agile Model®.
During the past 25 years, thousands of organizations of all sizes
in every industry have used the Baldrige Criteria—and many have applied for the Malcolm Baldrige
National Quality Award (with links to profiles):
• Large, Fortune 500 companies, including Boeing Aerospace Support (PDF), The Ritz-Carlton
Hotel Company, Caterpillar Financial, and Motorola CGISS
• Small businesses, such as PRO-TEC Coating Company (PDF), which provides coated sheet
steel to the U.S. auto industry; privately-held MESA Products, Inc. (PDF), which designs and
manufactures cathodic protection systems for underground pipelines and tanks; and Branch-
Smith, a family-owned, full-service printing company
• Large hospitals and hospital systems, like Poudre Valley Health System (PDF) and SSM
Health Care and single hospitals like Bronson Methodist Hospital (PDF)
• Large and small schools and colleges, such as Iredell-Statesville Schools (PDF), Chugach
School District, Richland College (PDF), and Pearl River School District
• Nonprofits and government entities, such as the City of Coral Springs (PDF) and U.S. Army
ARDEC (PDF)
C
Agility Consulting and Training, LLC - 2012 Page 2
Agility Consulting has been personally involved in the Baldrige process and have been represented
on the Baldrige Board of Examiners. When combined, The Agile Model® and the Baldrige criteria
provides a robust framework for auditing the agility of organizational core processes. From the
Baldrige application, Section 2.1, "Strategy Development": How do your strategic objectives
enhance your ability to adapt to sudden shifts in your market conditions? Baldrige requires that
applicants' strategic plans and actions promote organizational agility.
The Agile Model® offers a unique holistic roadmap to building organizational agility. The
characteristics describing organizational agility are provided in The Agile Model® -- focused, fast, and
flexible, with continuously adaptable people, processes, and technology. This results in an
organization that continually monitors, anticipates, and adjusts to trends so that it not only survives
but thrives. This type of adaptability doesn’t happen by chance; it must be “designed in.”
Therefore we have designed three phases for the process audit:
Phase 1 (Use of the Baldrige
Framework) -- Identify Current
Processes for Leadership, Strategy,
Customer, Measurement,
Workforce, Process and Results,
etc. For example, the illustration
to the right is an excerpt from the
2012 Baldrige Guidelines focuses
on the processes used to develop
an organization’s strategy. In this
example, processes that the
organization uses for strategy
Agility Consulting and Training, LLC - 2012 Page 3
development are identified on the Organization Agility Process Audit™ form.
Phase 2 (Use The Agile
Model®) – Rate how these
organizational processes enable the
organization to Anticipate Change,
Generate Confidence, etc. by scoring
each of these five Agility Drivers (0-
Agility Consulting and Training, LLC - 2012 Page 4
20) across the seven Baldrige core processes resulting in a total process score for each Baldrige
process of 0-100 points.
Phase 3 (Total, Interpret Score and Plan for Improvement) -- using the Process Audit Scoring
Guidelines to identify the “maturity” level of the overall summary score. As indicated in the scoring
guidelines to the right, a summary score of 250 would fit in the Band Point Range of 0-275 and
reflect early stages of developing and implementing the Drivers of The Agile Model® with
deployment lagging and inhibiting progress. Improvement efforts are limited to problem solving.
Few important results are
reported and generally lack
trend and
comparative/benchmark
data. Therefore, an
organization with a score of
250 would be at the
“Commitment” agility
process maturity level. It
would be at the earliest
stage of implementing the
agility drivers compared to
an organization scoring 550
and at the “Mastery” stage.
Agility Consulting and Training, LLC - 2012 Page 5
An organization at the Mastery stage uses effective and systematic processes with no major gaps in
deployment throughout the organization. An organization at the Mastery stage would also
demonstrate fact-based improvement processes, good results and improvement trends.
As a result of the Organizational Agility Process Audit™, an organization can determine its
plan of action to improve its overall maturity level of its process agility. The subsets of scores
provide indicators for prioritization of action. For example, if the processes for Anticipate Change
are scored lower than the other
Agility Drivers, but only in the
categories of Leadership and
Strategy, then the Executive Team
can focus on the actions needed in
those two areas.
Agility Consulting and Training, LLC - 2012 Page 6
Appendix with Organizational Agility
Process Audit Forms
© 2012 Agility Consulting & Training, LLC Page 1
Organizational Agility Process Audit™ -- Part A Agility Drivers Key Agile Processes Leadership
(0-100 Points) Strategy
(0-100 Points) Customer
(0-100 Points) Measurement (0-100 Points)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Totals
© 2012 Agility Consulting & Training, LLC Page 2
Organizational Agility Process Audit™ -- Part B Agility Drivers Key Agile Processes Workforce
(0-100 Points) Process
(0-100 Points) Results
(0-400 Points)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Totals
© 2012 Agility Consulting & Training, LLC Page 3
Agility Drivers Key Agile Processes Current Leadership Illustrations
in my Organization
Leadership (0-20 Points per Agility Driver)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions • Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Total (0-100 Points)
© 2012 Agility Consulting & Training, LLC Page 4
Agility Drivers Key Agile Processes Current Strategy Illustrations
in my Organization
Strategy (0-20 Points per Agility Driver)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions • Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Total (0-100 Points)
© 2012 Agility Consulting & Training, LLC Page 5
Agility Drivers Key Agile Processes Current Customer Illustrations
in my Organization
Customer (0-20 Points per Agility Driver)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Total (0-100 Points)
© 2012 Agility Consulting & Training, LLC Page 6
Agility Drivers Key Agile Processes Current Measurement Illustrations
in my Organization
Measurement (0-20 Points per Agility Driver)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Total (0-100 Points)
© 2012 Agility Consulting & Training, LLC Page 7
Agility Drivers Key Agile Processes Current Workforce Illustrations
in my Organization
Workforce (0-20 Points per Agility Driver)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Total (0-100 Points)
© 2012 Agility Consulting & Training, LLC Page 8
Agility Drivers Key Agile Processes Current Process Illustrations
in my Organization
Process (0-20 Points per Agility Driver)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Total (0-100 Points)
Agility Process Audit of Results – Fictitious Data from 2012 Baldrige Training
How do the results illustrated by the organization enable it to: • Anticipate
Change • Generate
Confidence • Initiate Action • Liberate
Thinking • Evaluate
Results
© 2012 Agility Consulting & Training, LLC 1
Organizational Agility Process Audit™ -- Part A Agility Drivers Key Agile Processes Leadership
(0-100 Points) Strategy
(0-100 Points) Customer
(0-100 Points) Measurement (0-100 Points)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Totals
© 2012 Agility Consulting & Training, LLC 2
Organizational Agility Process Audit™ -- Part B Agility Drivers Key Agile Processes Workforce
(0-100 Points) Process
(0-100 Points) Results
(0-400 Points)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Totals
© 2012 Agility Consulting & Training, LLC 1
Organizational Agility Process Audit™ -- Part A Agility Drivers Key Agile Processes Leadership
(0-100 Points) Strategy
(0-100 Points) Customer
(0-100 Points) Measurement (0-100 Points)
Anticipate Change
• Scan horizon for trends/forces of change • Actively monitor competitors • Maintain trend monitoring system – including early
warning system • Regularly recalibrate focus based on trends • Build flexibility for rapid change • Introduce market defining paradigm shifts
Generate Confidence
• Communicate clear vision & mission • Build teams & cross-functional collaboration • Create culture of employee engagement • Continually check priorities and resources for
alignment • Actively communicate via multiple methods • Give and seek feedback about change • Ensure integrity & honesty
Initiate Action
• Align priorities, resources & accountabilities • Make fast decisions based on emerging trends • Seek solutions from all levels – even front line • Shorten cycle times in all processes • Make speed of learning a competitive advantage • Demonstrate resilient capability in all areas • Apply plug and play action teams
Liberate Thinking
• Create empowering environment that fosters fresh, innovative thinking at all times
• Continuously search new ways to communicate and collaborate with customers
• Make creative and effective use of ideas expressed by others – encourage involvement throughout
• Continually seek use of new technology, processes and alliances
Evaluate Results
• Scorecards continually reviewed for data concerning key processes
• Systems provide rapid feedback on changing conditions
• Coaching provided for on-going improvement • After action reviews quickly inform key decisions • Key metrics are aligned with rewards
Totals
Agility Process Audit Scoring Guidelines (Adapted from the Baldrige Business Excellence Scoring Guidelines)
Agility Consulting Page 1 1/8/2013
Band Point
Range
Band # Score Band Descriptors Agility Maturity Levels
0-275
1
Early Stages of developing and implementing approaches to The Agile Model®, with deployment lagging and inhibiting progress. Improvement efforts focus on problem solving. A few important results are reported but they generally lack trend and comparative data.
Commitment
Organizations at the earliest stages of implementing agility practices. Organizations at this stage of development are beginning to adopt and systematically implement performance management and improvement practices and principles as defined by The Agile Model®.
276-375
2
Demonstrates effective, systematic approaches to The Agile Model®, but some areas or work units are in the early stages of deployment. Has developed a general improvement orientation that is forward-looking. Obtains results stemming from its approaches, with some improvement and good performance. The use of comparative and trend data is in the early stages.
Proficiency
Organizations making significant progress in successful implementation of agility practices as defined by The Agile Model®. Organizations scoring at this level demonstrate systematic approaches to the primary purposes of most of The Agile Model® and show early improvement trends resulting from their approaches.
376-475 3 Demonstrates effective, systematic approaches to The Agile Model®, although there are still areas or work units in the early stages of deployment. Key processes are beginning to be systematically evaluated and improved. Results address many areas of importance to the organization’s key requirements, with improvements and/or good performance being achieved. Comparative and trend data are available for some of these important results areas.
476-575
4
Demonstrates effective, systematic approaches to The Agile Model®, but deployment may vary in some areas or work units. Key processes benefit from fact-based evaluation and improvement, and approaches are being aligned with organizational needs. Results address key customer/stakeholder, market, and process requirements, and they demonstrate some areas of strength and/or good performance against relevant comparisons. There are no patterns of adverse trends or poor performance in areas of importance to the organization’s key requirements.
Mastery Organizations entering or at an advanced level relative to The Agile Model®. Organizations scoring at this level use effective and systematic approaches. There are no major gaps in deployment, though it may be in early stages in some areas. These organizations demonstrate fact-based improvement processes, good results and improvement trends in most areas of importance. The good results and improvement trends can be directly attributed to their systematic, well deployed approaches.
Agility Process Audit Scoring Guidelines (Adapted from the Baldrige Business Excellence Scoring Guidelines)
Agility Consulting Page 2 1/8/2013
576-675 5 Demonstrates effective, systematic, well-deployed approaches to The Agile Model®. Demonstrates a fact-based, systematic evaluation and improvement process and organizational learning that results in improving the effectiveness and efficiency of key processes. Results address most key customer/stakeholder, market, and process requirements, and they demonstrate areas of strength against comparison and/or benchmarks. Improvement trends and/or good performance are reported for most areas of importance to the organization’s key requirements.
(Mastery)
676-775
6
Refined approaches responsive to The Agile Model®. These approaches are characterized by the use of key measures, good deployment, evidence of innovation, and very good results in most areas. Organizational integration, learning, and sharing are key management tools. Results address many customer/stakeholder, marker, process, and action plan requirements. The organization is an industry leader* in some areas.
Excellence Represents the highest achievement level possible. This achievement level is representative of organizations with a mature and fully integrated systematic approach to agility, including improvement processes. Organizations achieving at the Excellence level demonstrate refined approaches, good to excellent deployment, good to excellent results linked to their well-deployed approaches, and outstanding activities in key areas of The Agile Model®. They are industry leaders and role models for others. No major red flags exist.
776-875 7 Demonstrates refined approaches responsive to The Agile Model®. Demonstrates innovation, excellent deployment, and good-to-excellent performance levels in most areas. Good-to-excellent integration is evident, with organizational analysis, learning, and sharing of best practices as key management strategies. Industry* leadership and some benchmark leadership are demonstrated in results that address most key customer/stakeholder, market, process, and action plan requirements.
876-1000 8 Outstanding approaches The Agile Model® focused on innovation, full deployment, and excellent, sustained performance results. Excellent integration of approaches with organizational needs. Organizational analysis, learning, and sharing of best practices are pervasive. National and work leadership is demonstrated in results that fully address key customer/stakeholder, market, process, and action plan requirements.
Agility Consulting and Training, LLC - 2012 Page 7
Nick Horney, Ph.D. & Tom O’Shea Principals
Agility Consulting & Training, LLC 1901 Rosevilla Lane
Greensboro, NC 27455 W: 336-286-7250
Email: [email protected] or [email protected] Website: www.AgilityConsulting.com
About Agility Consulting
Since 2001, we have been building research and body of knowledge around what drives true organizational agility. What differentiates those organizations, teams and leaders that are able to sense and respond better and faster than others in this increasing turbulent world we have? Our research led to the development of The Agile Model® which embodies five key drivers that enable organizational, team and individual leadership agility. This model has been recognized by The American Management Association as well as highlighted in a 2008 book entitled “Human Resource Transformation ….” To learn more about how to apply The Agile Model® to your business please go to our website noted below.