Making an Agile Organization

In my last post, I explained how I am trying to implement Agile in Private Equity and it is possible only if the company is open to embrace Agile. Mekong Capital has the foundation to adopt Agile and I hope we can build an Agile Private Equity. The dominant "traditional" organization (designed primarily for stability) is a static, siloed, structural hierarchy – goals and decisions flow down the hierarchy, with the most powerful governance bodies at the top (i.e., the top team). It operates through linear planning and control in order to capture value for shareholders. The skeletal structure is strong, but often rigid and slow moving. In contrast, an Agile organization (designed for both stability and dynamism) is a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and that is guided by a powerful common purpose to co-create value for all stakeholders. Such an Agile operating model has the ability to quickly and efficiently reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities.

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This article is related to

agile,agile adoption,agile approach,agile enterprise