Business organizations are seeing seismic changes, and the business
landscape is continuing to evolve. In an age of rapid digital
transformation, customers are choosing a myriad of ways to interact
with your organizations. It is thus imperative that organizations stay
ahead of the curve to achieve its strategic goals in service excellence.

The playshop will be dynamic, highly engaging using a Hands-
On, Minds-On Learning approach to producing a deeper, more meaningful understanding through an experiential process.

Building a customer-centric organization by pushing customer-centric
culture to the next level. Customer Centricity is all about a Customer
Centric Culture. The responsibility of Customer Centricity in an
organization is with the employees.

Customer-centric culture aligns your product and service with current and future needs of a defined set of customers to maximize mutual long-term financial value. It depends on an organization’s capability to understand, predict and respond to customer, market and competitor dynamics. A Customer-Centric Culture transcends individual departments and functions; it integrates the way all employees behave and perform.

More than 90% of products fail after they are rolled out to end users. Why is that so? Were these products not really innovative enough? Yes, they were innovative in their own ways. But users still discard these products. And again, many of us humans believe that innovation is a rare thing and only some knows the “art of innovating”.

In this brief talk titled "Design Innovation and Agile: Making Innovation a habit", the innovation-is-an-art myth will be busted and we will be looking at the “scientific” approach to innovating. Yes, Innovation can be a culture like many organisations like Google, Pepsi, and Microsoft, are. Design Thinking is a great strategy for innovation and thereby, can help in creating products that can amaze end users. While we discuss these points, we will also see if there is any agility in Design Innovation.

Business agility is an organisation’s ability to respond rapidly to changes in the faster-than-ever changing business environment. It requires good amount of adaptability, flexibility and balance to acquire and sustain long-term business agility.

An organisation is a "complex system" comprising of good number of individual "components" - people, infrastructure, departments, etc. Each of these components need to be well oiled and needs to contribute towards achieving the true business agility and stay relevant, competitive and alive. It's not the “best individually performing component(s)” that can take the organisation towards agility. These "Super-Heroes" will lead to local optimisation and eventually, an overall disaster or death for an organisation. So, we do not need super-heroes working in silos.

Rather, we need all the components to work together and collaborate. For instance, even a small software delivery team needs a bunch of skilled individuals can work with others effectively and collaboratively, and that one inspiring leader who can coach them “we” over “me” mindset. Real Agile teams are great teams outperforming themselves every time.

In this brief talk titled "Super-Hero Culture: The Achilles' Heel of an organisation's Business Agility", we will be exploring some aspects of a truly Agile business organisations, and what “ingredients” can make them outperform themselves. The super-hero culture needs to go away for organisations to survive in the complex business environment.