James Munson and Ashleigh Dueker

The Evolution of the Agile Organisation

The last 50 years has seen some incredible developments within the PM environment. As we look forward into the future, the future expectations and demands of PMs are uncertain. In the face of wide ranging political, ecological, social and technological disruption, the only thing that we can predict with confidence is that the status quo will not endure.

How can organisations prepare themselves to deliver their most challenging projects despite uncertainty? 60% of business leaders say they understand the changes needed, but are struggling to act. We explore the secrets of implementing organisational agility - how leaders across different sectors can prime themselves and their organisations to deliver with an adaptive mindset.

Build genuine and unanimous top team commitment. Most projects call for executive level commitment. Agility pushes this to the limit – it calls for leaders to take up new measures, structures, and leadership styles, casting off their old equivalents. Leaders’ commitment about why they want to change, and what they want to achieve, must be unanimous, unshakeable, and tangible.

Create the conditions for success from the outset. ‘Start now and ask questions later’ is the approach of many agile evangelists. But the cliché that ‘those who fail to prepare, prepare to fail’ is true. A successful transition starts with careful and considerable work before any wider organisational pronouncements. Otherwise you’ll struggle to progress your vision beyond the boardroom doors.

Cut out the compromises. Many organisations end up with an ‘Agile but’ approach, where leaders pander to constraints and old habits. You’ll need to be resolute to truly embrace and embed agility. Resist the temptation to water down agreed design elements – and make sure these non-negotiables are reflected from the outset.

Accept tomorrow’s leaders will be different to today’s. The organisation of the future needs the leaders of the future. This will mean finding a more diverse set of skills, in places that we may not have expected. You need to spot new leaders, strike the right balance between homegrown people and newcomers, and deal with the inevitable politics and challenges.

James Munson, Partner, PA Consulting

James is a Partner at PA Consulting in the Agile practice global leadership team. James specialises in digital, data and technology team operating model transformations underpinned by Agile ways of working. He also has real world CIO experience having spent 10 years as a CIO prior to joining PA and being included in the UK CIO 100 three times. He has experience spanning multiple sectors including both public and private. His recent clients include National Highways, the Bank of England, University College London, University College London Hospital and Nationwide Building Society.

Ashleigh Dueker, Principal Consultant, PA Consulting

Ashleigh is a Principal Consultant at PA Consulting in the Agile practice, specialising in change and Agile transformation. She helps organisations increase their ability to respond effectively and quickly to change, and grasp opportunities for innovation at the pace they need to succeed. She is a collaborative bridge-builder, facilitating the emergence of ideas with integrity and inclusion. Ashleigh was formerly a PM before joining the Agile community. She also founded the Agility Leadership Network of c.2,000+ leaders across industries, providing members with an opportunity to hear from people who have had successes and failures and share learnings and new ways of managing organisations with a community of peers.