Globally, Chief human resource officers (CHROs) from diverse sectors (telecommunications, banking, retail, and insurance) are implementing agile work methodologies in response to the COVID-19 pandemic.
As new challenges and difficulties arose, agile techniques and approaches proved indispensable. Leadership agile change can be a challenging endeavor, but at the same time, it can be extremely rewarding.
Following are the four main focuses:
- Adapting to the impacts of pandemic and shifting to remote work
- Leveraging new leadership competencies and mindsets
- to drive large-scale culture change throughout organizations
- Constantly enhancing the rapid transformation process.
The above two will be discussed in this blog:
Adapting to the impacts of pandemic and shifting to remote work:
The COVID-19 pandemic posed the team with challenging issues associated with their working methods. Moreover, it provided the opportunity for their agile operating model to be further developed and to detect what elements required change.
Innovation and collaborative thinking appeared to be hindered by remote work settings: The absence of direct, in-person relationships hindered innovation. The virtual environment actually facilitated deeper connections than in a traditional environment due to the fact that virtual agile ceremonies helped teams get closer.
Integrating next-generation enabling technology is also a core aspect of agility, as it allows organizations to adapt quickly to business and stakeholder needs. During and after the pandemic, businesses were able to unlock additional levels of speed and flexibility through the shock of the pandemic.
When it came to new products and services, agile companies released them faster than their non-agile competitors. On the basis of customer experience, employee satisfaction, and operational efficiency, agile companies responded better to pandemic side-effects than non-agile ones.
Integrity and visibility at work cannot be understated.
Leveraging new leadership competencies and mindsets
Leaders involved in agile transformation must adopt a mindset that moves from command to collaboration, from deficit to surplus, and from assurance to exploration.
An agile transformation is enabled—and hindered—by leadership. In order to strike the right balance, maintaining delegation and autonomy across teams while providing direction is a daunting task.
A lot of effort is put into dealing with enterprise-wide objectives while still maintaining the narrower objectives of a single tribe.
Agile organizations need to be cognizant of the collective responsibilities they share amongst their teams, from laying out directions, maintaining the model, coaching, and shaping their culture. The people [development model] strongly emphasizes organizational performance over personal performance. It’s a win-win for everyone if we win. Failure is a failure for everyone. Whatever it is, we are all in this together. “CHRO’s energy, priorities, and determination have changed dramatically since then.”
