Business agility in a corporation can feel like a battlefield. Between leadership turf wars and corporate landmines, you can never fully predict what you might be getting yourself into next. Hence, taking a page from the military and evolving "command and control" to "agility, focus, and convergence" and positioning servant leadership to empower front-line decisions is critical to navigate corporate complexity and deliver customer value with speed and precision.
Thomson Reuters created a Business Agility Center of Excellence (COE) to transform the organization from a slow hierarchy structure to a new flatter innovative culture that is closer to the customer. The COE leveraged and adjusted Agile Principles to accommodate non-technical business teams like sales, marketing, customer success, and more. The goal of the transformation is to change leadership mindsets and operating cadence to improve customer growth, speed, and talent while creating an adaptable learning mindset across the business. By aligning OKRs across the company, the Business Agility COE had to learn and adjust practices, tools and approach based on the complex scenarios in a global business. Faced with an array of challenges, the COE also had to drive focus and convergence on impact along the way. Join a panel of TR Business Agility Coaches while they share their experiences from the trenches and field audience questions.