Vision Report

Assess Your Enterprise Agility

Agree On Agility Objectives With Your Internal Peers

November 12th, 2007
Henry Peyret, null
Henry Peyret
With contributors:
Alex Cullen , Caroline Roeleveld-Hoekendijk


Firms and government organizations are constantly buffeted by changes in their business environment — from changing customer tastes to economic changes affecting raw material prices to government regulations that make hitherto smart business strategies irrelevant. Firms must respond well to these changes to survive and thrive. While firms have used different business strategies to insulate themselves from the effect of change, CEOs are beginning to recognize the need for their firms to become more agile in detecting and making the changes to strategy, operations, and products. Turning agility from a buzzword into a business capability requires firms to measure and manage their ability to change — and agree on what agility means specifically for their enterprise. CIOs should take a lead by helping the executive team understand its own firm's definition of agility and defining the key agility indicators (KAIs) that will highlight improvement.

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Forrester helps business and technology leaders use customer obsession to accelerate growth. That means empowering you to put the customer at the center of everything you do: your leadership strategy, and operations. Becoming a customer-obsessed organization requires change — it requires being bold. We give business and technology leaders the confidence to put bold into action, shaping and guiding how to navigate today's unprecedented change in order to succeed.