Moving From Idle to Agile: Industry Leaders Speak Out


So, those surveyed want to avoid ‘disruption’ huh? Best they stay away from you and the AAPN……..disruption is the lifeblood of creativity.

Moving From Idle to Agile: Industry Leaders Speak Out
From: The Robin Report,Jan 28 2018

Our research suggests that agility is a trait companies can develop regardless of size or industry.

What the Trade Told Us Keeps Them Up at Night
What separates the Idle from the Agile, and can idling companies learn how to escape their current position and become agile? You don’t need a survey to tell you that the world of consumer goods manufacturing and retailing is undergoing a radical change, but exactly what to do about it is still a matter of heated debate on the part of both practitioners and pundits. As the challenges to established branding and retailing become more complex, a prolific variety of strategies have been suggested, ranging from the Idlers who stand pat, hoping to buy time, hoping the winds of change will somehow die down to the Agile, who eschew many of the foundations of past traditional success in favor of newer, entrepreneurial models more often associated with Silicon Valley than Main Street.

It Takes People to Move from Idle to Agile
Nearly two-thirds (64 percent) of the executives we polled report that becoming more agile is an urgent/top priority at their companies. But they are also clear that many of the challenges they face have more to do with internal corporate culture than they do market forces or competition. In fact,40 percent of responding executives say that cultural issues are the main obstacles to agility.

Let’s look at talent acquisition and retention, for example. We asked executives the following question, “By 2026, how will your organization approach recruitment of top talent?” Nearly nine out of ten (87 percent) companies told us that when they are recruiting new talent they prioritize cultural fit over disruptive thinking. In other words, even though they know that traditional thinking is failing, most companies feel that diversity—in the form of challenging opinions—isn’t the solution. Only 13 percent of the executives polled believe that in 2026 they will be deliberately recruiting for diversity of thinking, even if it means hiring disruptive individuals. Almost half of all respondents (49 percent) say they would still be hiring for the “best cultural fit,” and the remaining 38 percent say they would look for “non-disruptive diversity,” that is, individuals whose values align to their organizations.

Responding executives report seeing three significant barriers to their efforts to become more agile: risk aversion, talent deficiencies, and inefficient empowerment. Read More


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