Gallup is a U.S. research and polling organization. The organization is best known for its Gallup Polls, which are surveys it conducts to measure public opinion on political and economic matters and to predict the outcome of key events, such as the U.S. presidential elections. The organization also develops business performance metrics, conducts marketing research, and provides consulting services to major businesses, governments, and nongovernmental organizations (NGOs) around the world. Its headquarters are in Washington, D.C.
What challenge is this solution working to address?
The role of work is changing fast, for diverse reasons like digitisation, socio-economic forces and the innovative nature of the millennial generation. Attitudes and behaviours of employees are different from ever before, and they will define what the real future of work looks like.
The way leaders respond to rising disruption will determine tomorrow’s prosperity — so they need to act now.
What’s the path to agility?
1. Speed and efficiency: Pick up the pace.
Much of the talk about business agility centers on the speed with which employees can take action to solve problems.
Speed is associated with employee empowerment, decentralized decision-making and a focus on procedural simplicity. In modern workplaces, maximizing speed means readily adopting new productivity-enhancing technologies.
However, leaders must also proactively consider the potential for trade-offs between speed and quality.
Organizations should embed expectations for quality throughout their culture and consistently reinforce these expectations in performance development systems and routine conversations between managers and team members.
Employees should understand that being empowered to make more decisions that affect customers comes with the responsibility to uphold the organization’s quality standards and that they are accountable for doing so.
2. Freedom to experiment: A new way of thinking.
Agile companies understand the importance of tapping employees’ ingenuity to develop novel approaches to emerging business challenges.
It is critical that employees feel able to try new ideas without feed of failure, recognizing that learning from mistakes is an indispensable part of the creative process.
In our experience, however, many organizations do a better job of encouraging employees to share and discuss new ideas than they do of creating an environment where they are empowered to try them out.
Leaders must understand that for most large firms, experimentation can no longer be a prerogative of R&D teams only.
3. Communication and Collaboration: Make working together easy.
Agile organizations mitigate potential trade-offs between speed and quality in part by routinely sharing relevant knowledge and expertise across teams, so that decentralizing decisions that address customer needs doesn’t result in employees continually reinventing the wheel.
Increasing the capacity of employees throughout the organization to experiment is essential for agility — but unless cross-team coordination and information-sharing is the norm, such experimentation can reduce efficiency and consistency.