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