The Adaptable Organization represents a paradigm change in the philosophy of operations and management which allows global organizations of large scale to function with a start-up approach and lead modern employer practices which encourage business agility through powerful team networks. In the context of businesses and governmental organizations, we found several lessons that can be learned from institutions that have become “adaptive” in the rapidly moving world in which we all live and operate.
If COVID-19 has shown corporate leaders anything, it is the struggle to lead an organization that is not adaptable and durable in times of volatility. In an unpredictable, dynamic and contradictory environment, companies are no longer able to rely on conventional long-term strategic guidelines to thrive and expand.
Organizations now need to rapidly recognize new business trends and react quickly to future opportunities or to combat growing challenges. The technological and organizational agility to do this is required by adaptive businesses and environments which promote strength, deep commitment, encouragement, teamwork and workforce independence lead to greater success and greater employee retention.
Forrester Research reveals that adaptive companies expand 3,2 times in average 3% in MIT data in their sectors, indicating that agile companies are increasing their sales 37% more rapidly and generating 30% more benefit than non agile companies.
So, how can managers adapt to unparalleled challenges and generate more creativity, employment and high- and bottom-line growth? Some would claim that modern threats demand entirely new management strategies.
Define the vital characteristics of adaptive organizations
We also found many characteristics that seem to allow these organizations, when talking to their own and others, to respond to the fiscal, social and other changes regularly that exist around them.
The following attributes:
– The willingness to work efficiently together with all staff, teams and classes in an organization.
– The opportunity to network with others outside the company with all workers at all levels, obtain new sources of valuable knowledge and beneficial insights in the process. This involves networking with consumers and other partners, professionals in external industries, including competition.
– The freedom to invent and experiment without fear of “reprisal” or marginalization for all staff at all stages.
The participants found the most achievement in the adjustment to address the urgent problems faced by the company, instead, where the organization’s culture is to honor those who consider innovations. After identifying some of these “attributes of adaptiveness,” discussion centered on what many agreed is a key to creating organizations that have these attributes embedded into their structure: empowering from the bottom up.
Here are the top 10 ways you can build an adaptive culture in your organization:
1. Sensation of crisis and the need for reform and fresh guidance
2. Contact reliably and generally
3. Show an inclination for “outsiders” to adapt and new thinking
4. Strengthen innovation’s significance
5. Create and preserve the reputation of “insiders”
6. Establish a balanced emphasis on consumers, staff and shareholders’ performance
7. Establish leadership or the ability to produce change as an important focus at ALL levels
8. When necessary, decentralize decision-making
9. Promote and degrade carefully if possible
10. Operate as a servant leader
In each case, staff retention and customer satisfaction reached new standards. The way isn’t easy. Organizations have not always dedicated themselves to the discipline, encouragement, creativity, insight, and commitment to ideals needed to create communities which are genuinely resilient to change. Those who chose to follow the path consistently benefited with strong results. With ever and degrees of uncertainty and obstacles, leaders are well advised to make this unorthodox solution a little more traditional.