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Why do established companies struggle to become more agile? No small part of the difficulty comes from a false trade-off: the assumption by executives that they must choose between much-needed speed and flexibility, on the one hand, and the stability and scale inherent in fixed organizational structures and processes, on the other. Start-ups, for example, are notoriously well known for acting quickly, but once they grow beyond a certain point they struggle to maintain that early momentum. Equally, large and established companies often become bureaucratic because the rules, policies, and management layers developed to capture economies of scale ultimately hamper their ability to move fast. In our experience, truly agile organizations, paradoxically, learn to be both stable resilient, reliable, and efficient and dynamic fast, nimble, and adaptive. To master this paradox, companies must design structures, governance arrangements, and processes with a relatively unchanging set of core elements—a fixed backbone.

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Learn from your IT team. Many companies have long been striving for greater agility—and many academics, consultants, and other advisers have been searching for successful ways to help them. Why do rymes with companies redesign themselves so frequently?

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Related words Word: Find rhymes Find rhymes advanced Find near rhymes Find synonyms Find descriptive words Find phrases Find antonyms Find definitions Find related words Find similar sounding words Find similarly spelled words Find homophones Find phrase rhymes Match consonants only Match these letters Find anagrams unscramble. Definitions of at : noun : at equal 1 kip noun : a highly unstable radioactive element the heaviest of the halogen series ; a decay product of uranium and thorium. Word: Find rhymes Find rhymes advanced Find near rhymes Find synonyms Find descriptive words Find phrases Find antonyms Find definitions Find related words Find similar sounding words Find similarly spelled words Find homophones Find phrase rhymes Match consonants only Match these letters Find anagrams unscramble Rhymes Near rhymes Thesaurus Phrases [Definitions] Similar sound Same consonants Definitions of at : noun : at equal 1 kip noun : a highly unstable radioactive element the heaviest of the halogen series ; a decay product of uranium and thorium Related words

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Related words Word: Find rhymes Find rhymes advanced Find near rhymes Find synonyms Find descriptive words Find phrases Find antonyms Find definitions Find related words Find similar sounding words Find similarly spelled words Find homophones Find phrase rhymes Match consonants only Match these letters Find anagrams unscramble. Definitions of Be : noun : a light strong brittle gray toxic bivalent metallic element verb : spend or use time Example: "I may be an hour" verb : work in a specific place, with a specific subject, or in a specific function verb : have the quality of being; copula, used with an adjective or a predicate noun verb : have life, be alive verb : be identical to; be someone or something verb : occupy a certain position or area; be somewhere Example: "What is behind this behavior? Word: Find rhymes Find rhymes advanced Find near rhymes Find synonyms Find descriptive words Find phrases Find antonyms Find definitions Find related words Find similar sounding words Find similarly spelled words Find homophones Find phrase rhymes Match consonants only Match these letters Find anagrams unscramble Rhymes Near rhymes Thesaurus Phrases [Definitions] Homophones Similar sound Same consonants Definitions of Be : noun : a light strong brittle gray toxic bivalent metallic element verb : spend or use time Example: "I may be an hour" verb : work in a specific place, with a specific subject, or in a specific function verb : have the quality of being; copula, used with an adjective or a predicate noun verb : have life, be alive verb : be identical to; be someone or something verb : occupy a certain position or area; be somewhere Example: "What is behind this behavior?

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Previously, a simple product enhancement for a particular country required a torturous half-year approval process involving six overlapping committees. From a pool of more than 2, large US companies, she identified ten that increased their net income by at least 5 percent annually in the ten years up to Much of the management literature, however, has emphasized only one part of the equation: how to achieve speed and flexibility. Create a new account. The company also clarified the responsibilities and voting rights of meeting participants and set up a strategy group to engage with a broader set of nonvoting leaders on the more important decisions. Libby British. In the smartphone analogy, this company had hardwired the anticipated needs into its structure but had not built a dynamic capability that would allow the new arrangements to endure over time. Along the way, each function, product group, and territory develops its own metrics, often in isolation from—or even at cross-purposes with—other departments working toward the same end. One company we know moved from this top-down target-setting approach to one involving a set of performance metrics jointly owned across the value chain. That engineer could one moment be serving on a team developing a chemical product for the medical market and then be redeployed to a new team when an opportunity arose to supply that product to the Chinese construction industry.

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Tessa South African. Its primary dimension revolves around functions. Unity by Ralph Waldo Emerson. Companies that have successfully addressed this problem define which decisions are best made in committees and which can be delegated to direct reports and to people close to the day-to-day action. The result? In the same way, agile companies design their organizations with a backbone of stable elements. The reallocation process tends to be much more dynamic in this environment than in traditional structures. In other words, everyone must speak the same standardized language. Night and day were tampered with , Every quality and pith. Even worse, only 23 percent of the redesigns in our sample were deemed successful by our respondents. The ability to be both stable and dynamic, the essence of true organizational agility, is most easily grasped through a simple product analogy. We call big decisions where the stakes are high Type I; frequent decisions that require cross-unit dialogue and collaboration, Type II; and decisions that should be parsed into smaller ones and delegated as far down as possible, often to people with clear accountability, Type III. Natasha Australian. I'm ridin' 'round, 7 pounds, nigga, Will Smith It's a whole heck of y'all and a whole deck of cards This shit right here you can't deal with.