Agile leadership, priorities »inno3

In the past year, the company had to learn a lot of lessons, and on the basis of these lessons, they had to make changes “review” When not even “revolution” Own method of operation. Emergency situations It also provides opportunities for organizations of all sizes to learn how to act Fast but also “smart” And gain the necessary awareness to understand how Agility and speed provide different advantages.

We talk about it Gina Mastantuono, Chief Financial Officer of ServiceNow, this means: “If we considerOrganizational agility and the ability to quickly guide people’s actions, Management process electronic Using technology, In order to maintain the company’s rapid growth and competitive advantage, it is clear that this agility must be a priority for every leader who cares about the long-term success of the organization. “.

knowledge How and in what direction to activate these efforts, According to market changes, obviously it must represent the overall primary concern Executives, But this is not enough e “Even in a context where technology has provided important help and a series of tools to achieve change – continue Mastantono —— Taking action without first trying to make business practices agile can lead to less than ideal results”.

It is also wrong to believe that agility can only be unique to technology startups. “Yes, in fact, a recent ServiceNow study involving executives in five strategic verticals, including financial services, healthcare, manufacturing, public management, and telecommunications, shows that almost half of large companies (with revenues of more than 5 billion) lead the market. They too Leader in Agile. On the contrary, when choosing a technology investment rather than a competitor, one must accurately look for differentiating factors.”.

The most important thing is the reference number: the most agile company invests three times as much as other companies in the following areas Machine learning And inarrive (32% vs. 10%), IT expenses have doubled (43% vs. 20%), and last but not least, they are Digital workflow automation (43% vs. 25%).

“This is not a’simplification’ challenge. – explain Mastantono —— Any digital transformation project is complex and difficult. This is true for every company, but research also shows that companies that accept the challenge “- Out of normal range People’s resistance to change —— “Well, these companies are in a better position than others in terms of long-term sustained growth.”.

s project Digital transformation, It’s clear that they may fail for a variety of reasons, but people realize that among the main and most common reasons, precisely Afraid of people changing. He has no doubt Mastantono: “In my task, like CFO,only Try to adjust everyone so that everyone -From Executives In the last link of the supply chain—— Adopt a new process. The higher the degree of automation and the faster the operation speed, the more quickly people will be able to take action, thereby reducing the risks associated with human error. This is also due to the ability to focus on the most important tasks to give full play to their skills effect. Compared with repetitive and daily tasks”.

Means to get An important set of advantages. A sort of “Agile Leadership” Compared to competitors, it allows progress, which is a result obtained by companies that believe in and focus on investments in digital workflow automation.These are the same companies that claim to have acquired The huge advantage of integrating these processes into the company platform (40%) And its leaders also reported that greater progress has been made in this regard Improve employee and customer experience.

“In my experience – continue Mastantono —— Digital automation and digital platforms help all organizations evolve at the same time, making it easier to share insights and optimize processes when they need to change routes. The digital transformation is actually in a state of equilibrium, it is when the company is “realigning” and working together in the right direction.”.

The three Cs behind “agile leadership”

courage, Cpity – in some sense pity -e curiosity So it is Three keywords Based on the ability to lead companies of any size, no matter which department they belong to. “It’s about courage Embrace new and more flexible business models, new strategies and technologies. Realize that people are the glue that holds the organization together”To this end, transformation projects need to leverage the empathy that people need to experience times of change. “this means – specific Mastantono —— pity Not only for employees, but also for customers, partners and suppliers who are also going through difficult times”. Understanding empathy can also help discover new business opportunities and new talent.

We are at the last “C”.There curiosity. Mastantono To describe it, he uses a confident and optimistic image, which is necessary, especially at this stage: “It’s about Eager to continue learning, Curious about what will happen in the future. Research shows that curiosity allows us to take the initiative and better understand the different ways we can solve problems, which is conducive to creative problem solving. “This attitude can have an impact when you need to act quickly and adapt to change.closure Mastantono: “With the use of existing digital technology, coupled with the ability to innovate quickly, it allows you to overcome any agility challenge and find the perfect balance between fast but at the same time smart needs”.

To learn more, please download the white paper: Agility, a strategic imperative for survival and development in uncertain times

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