Business Agility – Essay Sample

Part One

Key ingredients for creating an agile business that is responsive to disruptive environment

Business agility is the capacity of a business to quickly accommodate both the external and internal changes in the business environment (Worley, Williams, Williams, & Lawler III, 2014). This is aimed at making it meet and sustain the demand for goods and services without having its vision lost. In this case, there is a need to standardize business activities in order to achieve efficiency in an effort to adapt to marketplace and customer expectations (Blomqvist & Axelsson, 2012).

An agile enterprise is very adaptive to market changes pertaining to demand and supply. It is very flexible thus adjusting itself to any external or internal environmental changes in business (Kulak & Li, 2017). The agility concept came as a result of changes in both the external and internal environment. Due to the competition by various businesses for the attention of the consumers, it then resulted in modernization, which led to technological complexity. Technology has been considered as the driving force behind all this (Kulak & Li, 2017).

For a successful business, a number of factors are put in place. Such ingredients, which create an agile business that is responsive to disruptive environment calls for the engagement of a business in a clear and compelling vision for its future (Van Oosterhout, Waarts, & Van Hillegersberg, 2005). This will be of help in making the right decisions for the organization. For example, a business that is faster, more resilient and agile should remain focused on its set goals and objectives. It should thus not be easily distracted.

Employees aligned with the clear vision and values of a company are no exception. This means that the right people must be acquired (Van Oosterhout et al., 2005). They should then be allocated the right positions in the company in order to work in one direction (Jisc, 2012). By so doing, nothing will whatsoever make the company distracted (Narayan, 2015). This is because the acquired personnel will specialize in their areas of qualification and expertise. This will make it easier for the company to stand the taste of the time of the clients and hence respond to the changes in demand and supply easily.

The company should create a motivating purpose. This is by engaging the clients regularly (Schwartz, 2016). This will make the purpose of the company a reality other than just making money and profit. When clients understand the driving force of a company, it becomes easier for the business to operate in such an environment. That will enable it to meet its set goals and objectives which are enshrined in the business purpose (Worley et al., 2014).

To avoid being left behind, the company must try as much as possible to embrace continuous innovation (Danciu, 2013). Such is meant to benefit the change of taste and preferences of the customers. Otherwise, it will be difficult for the business to respond to changes in demand and supply which are the main pillars of business operation (Danciu, 2013).

Planning for the unforeseen events is of no exception. Since the unexpected is so unpredictable, it should be the culture of the business to plan for such unforeseen disruptive environment (Manyika et al., 2013). This will boost the image of the enterprise and hence an agile business responsive to a disruptive environment (Manyika et al., 2013).

Autonomy should be enhanced. This will be achieved by pushing decision making authority down the chain of command (Moreira, 2016). This will give employees control over how they do their work. It will take care of the ideology that clients have that the boss or the manager will only solve their problems. By so doing, the employees will be bestowed with the mandate to take care of any client irrespective of their specialty.

The business owner should be a role model for the employees. He/she should be honest and transparent (Kohll, 2017). This will set the bar high for the employees to follow. As a role model, there will be no excuse for any poor performance or any malpractice in the company as the habit has never been practiced even from the seniors (Kohll, 2017).  However, it will be difficult for one to defend such a wrong example from one employee.

Part B

Relevant operations management concepts, theories and models analyze how the organization manages its operations to ensure they can meet their performance

For an organization to meet its performance objectives, they need to do something about its operations (Rumble, 2018). They should operate within an effective budget. This encourages financial discipline, responsibility and accountability. Besides that, they should make sure that the set goals and objectives are realistic. Organizational mission, vision and values are no exception (Jisc, 2012). They should write them down on their plan to keep them on track in their day to day operations.

By taking part in developing proper plans and allocation of resources, they will be in a position to accommodate the changing nature of the tastes and preferences of the customers (Danciu, 2013). This will improve customer satisfaction. It will also enable the company to realize their performance gains and hence their goals as well. The employees will acquire the right skills faster hence a better performance as a result of specialization. By so doing, an organization will be better placed to meet its performance objectives (Manyika et al., 2013).

The company will also be expected to provide the right product for the consumers. This is a product that meets the comfort of clients as communicated in the business values and ethics. By so doing, it will be very easy for the company to meet its performance objectives (Rumble, 2018). Good collaboration with the other departments is core in any business operation. This is healthier in that it will help maintain and sustain customer loyalty on the company. Delivering more to meet the demands of the consumers is another element that needs to be looked at (Danciu, 2013). Often, this should be done so as to avoid a situation where what is supplied in the market is less than what is demanded. If that happens, then the created gap of unmet demand will lead to a disappointed consumer (Barve, 2011). In any case, supply should be equal to or more than what is demanded so that a reasonable profit margin can be realized.

Satisfying customer needs is a road to the success of every business. Managing the expectations of customers requires a company to make a lot of follow-ups frequently (Danciu, 2013). Companies also ought to be more realistic in their expectations. Honesty and transparency is another tool that needs to be employed. Besides that, customers need to be provided with a clear timeline for the operations of the company. This will help the company speak more of how they are well organized and what they expect from the clients.

However, not empowering clients to understand the complexity of a particular problem and engage them with clear solutions will make it difficult to manage the customers (Kulak & Li, 2017). These calls for an organization to plan for the unforeseen circumstances (Manyika et al., 2013).  By so doing, their capacity to meet the comfort of the clients will be guaranteed. This will make it easy to meet their set objectives.

Evaluation of how supportive the current supply chain is to enhance the organization’s agile systems to compete in dynamic markets

An agile supply chain is a market that is sensitive to the changes in market demand. It can read and respond to real demand (Barve, 2011). That is to say, it can measure customer satisfaction and engage qualitative research methods (Barve, 2011). It should accommodate all the global economic and competitive forces that create uncertainty in the market. This helps restore consumer confidence.

The current supply chain is driven by consumers (Barve, 2011). It is a crucial enabler for the agility of an organization. Having the most current data about the supply chain is a prerequisite for effective decision making (Worley et al., 2014). It should be accurate to depict reality and avoid delays and financial penalties. The chain should be relevant to help in decision making. The information provided for the supply chain should be reliable in order to meet the intended purpose (Barve, 2011).

The dynamic and changing nature of a business is brought about by two factors.  These include external and internal environmental factors. They affect the effective operation of any business (Worley et al., 2014). For example, the community in which a company operates. The consumers may completely hate the products hence making it difficult for the company to grow and progress. The external environmental factors, in this case, include but not limited to the economic environment, the demographic environment, the legal political environment, the technological environment, the cultural environment, the competitive environment and the physical environment (Danciu, 2013). On the other hand, the internal business environmental factors including but not limited to the business culture, the business resources, for example, human resources, financial resources, physical resources and technology (Danciu, 2013).  The business culture and owners are no exception. Taking care of the two factors is of great benefit to any company that is set to grow and compete in any dynamic market.

Assessment of how the organization manages its customers’ expectations

The changing nature of business has been brought about by the urge to meet customer needs and satisfaction (Danciu, 2013). This is the utmost priority of any organization. It is done by the establishment of a superior brand image. This is set to fit into the competitive edge of the business environment.  Product promotion methods have been employed to accommodate this increasing change in customer tastes and preferences (Danciu, 2013).

Meeting customer expectations is a drive for every business. Managing this requires a company to make a lot of follow-ups frequently. This is achieved by monitoring and controlling the business activities closely (Worley et al., 2014). Besides that, they ought to be more realistic in their expectations. Honesty and transparency is another tool that needs to be employed. Customers need to be provided with a clear operational timeline. However, not empowering clients is a hindrance (Worley et al., 2014). They should be made to understand the complexity of a particular problem. Not engaging them with clear solutions will make it difficult to manage their expectations.

 

 

References

Barve, A. (2011). Impact of supply chains agility on customer satisfaction. In 2010 international conference on e-business, management and economics, IPEDR, 3, pp. 325-329.

Blomqvist, B., & Axelsson, R. (2012). Business Agility. Retrieved from http://www.diva-portal.org/smash/get/diva2:542436/FULLTEXT01.pdf

Danciu, V. (2013). The future of marketing: an appropriate response to the environment changes. Theoretical & Applied Economics20(5). Retrieved from http://store.ectap.ro/articole/859.pdf

Jisc (2012). Defining and articulating your vision, mission and value. Retrieved from https://www.jisc.ac.uk/full-guide/vision-mission-and-values

Kohll, A. (2017). The Role Managers Play In Shaping Employee Well-Being. Retrieved from https://www.forbes.com/sites/alankohll/2017/10/03/the-role-managers-play-in-shaping-employee-well-being/#b43b64179ed1

Kulak, D., & Li, H. (2017). The Journey to Enterprise Agility: Systems Thinking and Organizational Legacy. Basingstoke, England: Springer.

Manyika, J., Chui, M., Bughin, J., Dobbs, R., Bisson, P., & Marrs, A. (2013). Disruptive technologies: Advances that will transform life, business, and the global economy (Vol. 180). San Francisco, CA: McKinsey Global Institute.

Moreira, M., E, 2016: The Agile Enterprise. Building And Running Agile organizations. New York: Press Publishers.

Narayan, S. (2015). Agile IT organization design: for digital transformation and continuous delivery. New York: Addison-Wesley Professional.

Rumble, S. (2018). Prepare Operational Budgets. Sidney: Cengage AU  publishers.

Schwartz, M., (2016). The Art of Business Value. Portland, Oregon: IT revolution publishers.

Van Oosterhout, M., Waarts, E., & Van Hillegersberg, J. (2005). Assessing Business Agility: A Multi-Industry Study in the Netherlands. IFIP International Federation for Information Processing, 275-294. Doi:10.1007/0-387-25590-7_18

Worley, C. G., Williams, T. D., Williams, T., & Lawler III, E. E. (2014). The agility factor: Building adaptable organizations for superior performance. London: John Wiley & Sons.

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