In this session, you learnt how to evaluate the characteristics of an agile

organisation and determine the characteristics that support individual and

organisational innovation. You also learnt how to deduct the key features of
a successful change program.

In this segment, you learnt about adaptiveness and agility and how it helps to
plan and execute various activities that satisfy organisational objectives.

You learnt about the key characteristics that determines the most agile
organisations, which are as follows:

For agility, Karin Ahlbäcket and others summarized their results by

advocating that organisations who are agile should have the following
characteristics:
In 2017, Wouter Aghina and others have tried to show that agile organisation
represents stability and agility as shown below.

You also learnt about the various trademarks of an agile organisation.

.
 In a business context, innovation refers to organizations applying
measures that improve how things are done. Innovative organizations
implement ideas, processes, and actions that continually improve
productivity, increase efficiency, and help them respond to change.

You learnt about the four dimensions given by BCG to access organisational
performance which are as follows:
You learnt the guidelines offered by Clark for developing innovation with a
culture of intellectual bravery. These are:

● Take your finger off the fear button

● Assign dissent
● Encourage people to think beyond their roles
● Respond constructively to disruptive ideas and bad news
● When you reject feedback, explain why
● Weigh in last
● Model vulnerability

You learnt that only a few organisations can demonstrate preparedness for
innovation and adapt as the business environment changes. These strong
innovators prioritised their innovations and understood innovation enablers,
such as advanced analytics. The following diagram shows how different
industries have prioritized innovation and focused on set enablers.
You understood the example of Urban Company, Crofarm and Grofers how
they used innovation enablers like technology platforms, digital design and
mobile capabilities to develop an app that connected service providers with
customers in a hyperlocal format.

You learnt about the factors organisations should stress on to continually

innovate and make changes to remain sustainably competitive. These are:

1) Innovation ambition
2) Innovation domains
3) Innovation governance
4) Performance management
5) Organisations and ecosystems
6) Talent and culture
7) Idea-to-market fit
8) Project management
9) Funnel management
10) Portfolio management

In this segment, you learnt that any organisation intending to be sustainably

competitive must be adaptive and continually change. It would need to follow
a change management process that:
You also learnt that across industries, organisations are increasingly
operating in

1. Volatile,
2. Uncertain,
3. Complex and
4. Ambiguous (or VUCA) environments.

This acronym offers a framework that an organisation can use to consider its
environment.

Digitisation stands out as the prime driver of change

You learnt about the situations which created a good platform for the entry
of the foodpreneurs in the market with the example of Hungrify.com, which
are as follows:

1. Lower entry barrier for foodpreneurs

2. Offering customers restaurant-quality food
3. Ensuring home-like safety
4. Acceptance of the emerging concept of ghost kitchen/cloud kitchen

You also learnt how PVR enhanced customer experience by:

1. Organising private screenings for small groups of families and friends

 2. Adding new experiences like gourmet-style food being served during
the screening to make these occasions special.

In this segment, you learnt about the change management models suggested
by Kottler, Lewin and Axley. The following image compares Kotter’s eight
step model to Lewin’s five stage model.

You learnt about the range of questions given by Stephen Axley in 2000, that
organisations must initially address under the clusters of WHY? WHAT?
WHO? HOW? and WHEN?

These questions are related to the accuracy of understanding and the

relational strength of the components of the change program in order to
increase the potency of a successful change program accuracy.
In this segment, you learnt about the Prosci approach to change management
which comprises five stages - Awareness, Desire, Knowledge, Ability and
Reinforcement, or ADKAR.

You also learnt a more comprehensive approach to the stages of acceptance

or rejection of organisational change was developed by the international
consulting firm Ernst & Young. Michael Duff expanded on this in 2017 to
incorporate the change project phases Identify, Define, Manage, Deliver,
Realise, and Close.

The most positive aspect of this approach is that a manager or change leader
can appreciate that not all individuals can accept the change progress at the
same rate and to the same extent.
In this segment, you learnt about the four common errors that contribute to
failed change programs, which are as follows:

You also learnt that these errors can be minimised by focusing on the
following:
1. Senior governance sponsorship
2. Execution certainty
3. Enabling the leaders of the change management programme
4. Need for an engaged organisation
You also understood through an industry example how disengagement of the
business leaders, ignorance of business HR and neglecting employees’
individual interests results in hiring delays and poor quality of candidates.

In this segment, you learnt that for an organisation to be high performing, it

should have the following characteristics:

● Lay a foundation for culture with psychological safety

● Prioritise open communication and show humility
● Help employees see change as an opportunity for growth and not
something to be avoided
● Revisit key performance indicators, procedures, processes, rewards,
and recognition
 ● Take new approaches to employee hiring, evaluation, promotion, and
training
● Resolve tension in the organisation and be ready to arbitrate

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