AGILE FASTNORDIC HIGH PERFORMANCEBUSINESS FORUM
FROM FRAGILE TO
2017
Adapt itsstrategy, plans,
culture and operations to capture new opportunities
Reactto unexpectedchanges in the
businessenvironment
”AGILITY” IS ABOUTTHESPEEDAT WHICH ANORGANIZATIONCAN…
THE RACETO AGILITY IS ON
BE AGILEOR BE LEFT BEHIND
MORE THAN HALF OFNORDIC ORGANIZATIONSWANT TO BE INDUSTRYLEADERS IN THREE YEARS.
IN 2017 IN 2019OVERALL
BEHIND PEERS INSPEED TO ADAPT
AT LEVEL OFPEERS IN SPEED
TO ADAPT
INDUSTRYLEADER IN SPEED
TO ADAPT
6%12%
51%27%
4%
0%1%
9%37%
53%
DIGITALIZATIONAND INCREASECUSTOMEREXPECTATIONSARE DRIVINGAGILITY
KEY DRIVERS FOR AGILITY
DIGITALIZATION OF OUR OPERATING ENVIRONMENT
INCREASE IN CUSTOMER EXPECTATIONS
NEW BUSINESS MODELS
PROFITABILITY CHALLENGES / COST PRESSURES
EMERGING TECHNOLOGIES DESRUPTINGCUSTOMERS AND OUR OPERATIONS
INTERNATIONAL COMPETITION
LACK OF GROWTH
70%70%53%50%
34%
16%
11%
47%
30%
15%LOCAL COMPETITION
POLITICAL UNCERTAINTY
OTHER
COMPANIES ARE WILLING TO TAKE THEIR EMPLOYEES ON THE JOURNEY TO AGILITY
BUT
PRIORITIZE STABILITY FOR THEIR CUSTOMERS
THE PARADOX
PRIORITIES ACROSS MULTIPLE AREAS IN ORDER TO STEP CHANGE AGILITY
– INCLUDING “SLOW TO CHANGE” AREAS SUCH AS PLATFORMS AND CULTURE
NORDIC ORGANIZATIONS SEE
DEVELOPMENTDATA & ANALYTICS
(INCL. CUSTOMER INSIGHTS)
PLATFORMS & CAPABILITIES
ECOSYSTEM & CO-CREATION
CULTURE & PEOPLE
EXECUTION AGILITY
AGILITY IN PLANNING &PERFORMANCE MGMT
AGILITY IN STRATEGY, LEADER-SHIP & DECISION-MAKING
85%
76%
69%
69%
61%
54%
54%
IT’S TIME TO DRIVE AGILITY AS A DEDICATED CEO AGENDA…
…BUT WHAT WILL YOU NEED TO
SUCCEED?
1. ENSURE A TOP LEADERSHIP VISION FOR AGILITY
2. MAKE PEOPLE, SKILLS & CULTURE AN IMMEDIATE PRIORITY
3. DRIVE REAL-TIME CHANGES AROUND CUSTOMERS
4. ADOPT AGILE AND RESPONSIVE TECHNOLOGIES FOR SPEED