Business agility requires thinking beyond making internal practices agile.

While agility at team and multi team levels are reasonably well known, making a larger enterprise – whether it is a business unit or a full business agile, requires one to think beyond the normal team and organizational boundaries.

One of the most quoted example has been the success of the iPod, which created the iTunes model for flexible licensing.

There are other, more recent examples as well, from some of the unicorns.

This session will share how two organizations – one in manufacturing and another in media tech space – approached business agility from this perspective.


Outline/Structure of the Experience Report

In this session, I will share a couple of examples from my coaching experience on how ecosystem thinking is a pre-requisite for organizational agility.

The first example is related to organizational alignment and integration.

This is a manufacturing organization, operating in what is largely dominated by the unorganized sector.

In starting their journey on increasing business agility, they looked not only within the organization but also beyond, to include their suppliers and partners in making sure that they are able to collectively focus on the brand promise to the customer.

The second is about the 2 core disciplines needed – of time and data.

This was an organization that had grown from a startup mode to playing with the bigger league players in the media tech space.

They had grown to this position based on their insightful analytics based approaches.

While they were creating value for their customers using a lot of data, their own operations were more cowboy-like, depending on a handful of Rockstar techies.

When they realized that they needed to scale the team, the first step was to be more obsessed with time – commitment dates to prospects and customers as well as internally to other teams.

That was followed by making things transparent, through a discipline of data – data from planning to releases.

Every team needed to think beyond their own ‘projects’ and ‘products’ and look at the value chain from the users’ point of view.

Learning Outcome

understand the fundamentals of designing an approach for business agility

Target Audience

leaders looking at charting a course to make their teams and organizations more agile

Prerequisites for Attendees

no prerequisites


schedule Submitted 4 years ago

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