problem solving agility technology and communication

The impact of agility: How to shape your organization to compete

Infographic: Getting agile transformations right

Agility is on everyone’s lips— online searches for “agile transformation” yield around 100 million hits, and the stories of well-known pioneers circulate widely. But is this just hype, or are there real benefits to be gained? Is agility just noise from the IT department, or an opportunity that merits serious attention from the top team? And if pursuing agility yields benefits, what is the recipe for success?

To find the answers, we conducted a McKinsey Global Survey that reached 2,190 respondents across industries and geographies. 1 The online survey was in the field from October 20 to October 30, 2020, and garnered responses from 1,978 participants of McKinsey’s Online Executive Panel, representing the full range of regions, industries, company sizes, functional specialties, and tenures, as well as 212 McKinsey client participants across industries and geographies. A majority of respondents are C-level executives or senior managers working at organizations with more than 5,000 employees. We wanted to go beyond the fluff, so we asked respondents what, if anything, their companies did in practice to advance agility, and what hard numbers they achieved regarding business impact.

Their organizations fell into two broad groups: the first group consisted of organizations with no agile transformation efforts in process; the second group consisted of organizations on the move, pursuing, or having recently completed an agile transformation beyond a few individual teams (see sidebar “Organizations are on the move”). Two-thirds of those pursuing a transformation, however, said that their organizations were just treading water, taking no decisive action, and consequently achieving little or no business impact.

Organizations are on the move

As part of our research, we set out to find where different organizations are regarding changing their operating model. In our 2017 global survey , we saw that organizations had started to move toward agile—a trend that has continued. Organizations have found it possible to change their operating model despite the COVID-19 pandemic  and the rise of remote working. In addition to the 12 percent of organizations that consider themselves born agile, 44 percent have either completed an agile transformation or are now in the midst of their journey (Exhibit A). Thirty-six percent have scaled agility beyond the team level, with 22 percent having scaled agility to multiple units. It is still a smaller set of trailblazers—10 percent—that have transformed their entire organization, with an additional 4 percent that have changed their entire organization except for their operations.

Telecom and financial services (including banking  and insurance ) continue to lead the way (Exhibit B), reporting both a large share of transformations and high speed of turbulence in the industry. Indeed, these sectors are experiencing significant shifts through, for example, digitalization and new entrants, and are responding by radically changing their operating models. But agility does not end there: a majority of consumer , retail, pharma, and healthcare companies are also undertaking or have recently completed an agile transformation—driven by factors such as changing consumer channel preferences and increased need for speed. Within high tech, many consider themselves to be born agile (16 percent of respondents), while another 45 percent consider themselves transforming.

In addition to the usual suspects, we saw some new arrivals in 2021. Respondents from the oil and gas sector  now consider their industry to be among the most disrupted—perhaps driven by the increased role of sustainability and the energy transition—and they are now starting to adopt agility at scale. Another sector that has shifted place since 2017 is advanced industry  (including, for example, electronics, aerospace, automotive, machinery, and semiconductors). Four years ago, it was considered the most stable and slow-moving sector, but the pace of change is picking up. This is evident in advanced-industry subsectors, such as automotive, where trends like electrification, the increasing role of software , and changing ownership models have opened the door for new entrants and call for incumbents to speed up. Other trends such as digitalization, advanced analytics, and new manufacturing methods are also affecting the broader sector—which could mean advanced industry will be the next big sector to go agile.

Agility is also starting to gain ground in the remaining sectors. Interesting cases can be found in the public sector, for example, with the British Field Army  shifting to agile. Similar early cases, experimentation, and success stories can be found across industries.

There is also a proliferation of different terms, frameworks, and concepts related to agility and new ways of working. When looking at what companies are actually deploying, cross-functional teams is the most widely applied agile concept (used by 74 percent), while application of self-managing teams (used by 49 percent), and application of lean (used by 44 percent), are also common (Exhibit C). Scrum and chapters are also being used at scale. 1 A chapter is a functional group, for example of data scientists or account managers, that come together to ensure consistency across teams, build capabilities, set the long-term direction for the domain, and drive people development. At the other end of the list, the least used methods are scaled agility frameworks (used by 21 percent), flow-to-work pools (used by 9 percent), and holacracy, sociocracy, and teal paradigms (used by less than 3 percent).

Of those respondents with no plans to transform, 52 percent stated that other priorities are higher on their agenda, 49 percent cited unfamiliarity with the concept of agile, 29 percent believed they lack the resources, and 19 percent were concerned that their organization would resist such changes (Exhibit D).

Within this second group, we identified a select set of organizations (represented by 10 percent of the entire sample) that were driving highly successful agile transformations. They were embracing agility at scale to create and capture value instead of treating agile as team-level experiments in discrete departments. This means reimagining the entire organization as a network of high-performing teams, each going after clear, end-to-end business-oriented outcomes, and possessing all of the skills needed to deliver, such as a bank boosting the performance of customer journeys; a retailer analyzing turns and earns of product categories; a mining company reviewing production- and safety-process steps; an oil and gas company planning wells; a machinery player undertaking full product management, from R&D to go-to-market; or a teleoperator simplifying products. The teams are essentially interconnected mini businesses, obsessed with creating value rather than just delivering functional tasks.

However, agility at scale goes beyond adding more agile teams and team-level practices. The broader operating model, the connective tissue between and across the teams, also needs to be transformed. The organizations driving highly successful agile transformations made sure to do that by building an effective, stable backbone . This means optimizing the full operating model across strategy, structures, processes, people, and technology  by going after flat and fluid structures built around high-performing cross-functional teams, instituting more frequent prioritization and resource-allocation processes, building a culture that enables psychological safety, and decoupling technology stacks.

Enterprise agility is thus a paradigm shift away from multilayered reporting structures, rigid annual budgeting, compliance-oriented culture, separation of business and technology, and other traits dominating organizations for the past hundred years. If this is true, and not just hype, a discontinuity of this magnitude should provide an opportunity for organizations to turn their operating models into a competitive advantage—as did early adopters of lean in the 1990s.

While individual case studies and agile success stories have been plentiful, having quantifiable results and a larger sample allowed us to go beyond anecdotes for the first time. Two major findings emerged.

1. Agility results in a step change in performance and makes it possible to overtake born-agile organizations. Highly successful agile transformations typically delivered around 30 percent gains in efficiency, customer satisfaction, employee engagement, and operational performance; made the organization five to ten times faster; and turbocharged innovation. While conventional wisdom sometimes sees these targets as contradictory (for example, efficiency at the cost of employee engagement), our results show otherwise. The respondents, on average, reported gains across four dimensions of performance, out of seven included in the survey.

This step change also showed up as a competitive advantage. Organizations that achieved a highly successful agile transformation had a three times higher chance of becoming a top-quartile performer among peers than those who had not transformed. And they also overtook the born-agile organizations: they not only had a higher chance of becoming a top-quartile performer, but also had a greater chance of achieving a more mature operating model across all dimensions.

2. Instead of waiting for agility to happen bottom-up, organization leaders need to take charge. Our survey asked respondents in detail what actions they took before and during their agile transformations. Our analysis then compared the close to 300 highly successful transformations with the 580 less successful ones to distill what they did differently. Four elements stood out in our logistic regression model, and together these formed a recipe that raises the chance of success from an average of 30 percent to 75 percent:

• Ensure the top team gets it. Before you start, spend sufficient time up front to ensure the top team masters the concepts and can lead the change.
• Be intentional and go after value. Be clear on how agile creates value and have the top team lead the organization to pursue it in a structured manner instead of relying on bottom-up piloting and waiting for agility at scale to emerge.
• Go beyond agile teams to build connective tissue. In the scope of your transformation, rewire the entire operating model (strategy, structure, process, people, and tech) to make sure it supports and connects rather than holds back the team.
• Maintain a high speed and use front-runners. Complete the main phase of the agile transformation in less than 18 months to preserve momentum and avoid exhausting the organization; go even faster in selected front-runner areas to demonstrate commitment and early results.

Done right, agility enables a step change in performance and puts you in a position to surpass even born-agile organizations

Highly successful agile transformations delivered significant performance improvement.

The essence of an agile transformation is reimagining the organization as a network of high-performing teams, supported by an effective, stable backbone of strategy, structure, processes, people, and technology. Imagine working on such a team—having the right people working together, all with different capabilities, enables organizations to move with unprecedented speed. This can increase customer satisfaction and boost operational performance. It can also provide a safe place to experiment with the authority and funds to do so, helping organizations drive more innovation . Employees will feel more engaged and enthused by a clear and common purpose, the autonomy to make decisions, and an ability to develop mastery in their craft. On the organization level, agile emphasizes prioritization and reduces overhead roles, which leads to more efficiency .

Defining success

In our sample, we identified 838 transforming organizations among the 2,190 respondents. And among those 838, we classified 264 organizations (31 percent) as “highly successful.” To determine whether a transformation achieved this level, we set two criteria. First, the organization had to consider the transformation a success (such as leading to improved and sustained performance); and second, we cross-checked their assessment with the degree of performance improvement they had achieved across the categories set out in Exhibit 1. The respondents had to achieve an average impact between “significant” and “major” across their objectives to be considered highly successful in their transformation (for example, for productivity we defined significant as achieving 20 to 40 percent gains in efficiency and major as achieving over 40 percent gains in efficiency to enable comparison).

All well enough in theory—but does it work in practice? Pioneers in the field have proved that significant impact is possible, and we have documented many such examples . With this research we wanted to provide hard facts, so we asked each organization that underwent a transformation about the quantifiable improvements they achieved. Exhibit 1 shows that highly successful agile transformations achieved a step change in performance and greater impact across multiple dimensions than the less successful transformations (see sidebar “Defining success” for details on the methodology used).

What does a highly successful transformation look like in practice?

Consider Spark, an incumbent telecom operator in New Zealand that completed the first phase of its agile transformation in 2018. The operator sought to raise customer centricity, employee engagement, and speed while improving efficiency. The company cut customer complaints by 30 to 40 percent, reached a market-leading customer Net Promoter Score (NPS), received an employee NPS score in excess of 70, and launched new services faster. This led to an increased market share and sector-leading returns. The company now operates more like a digital services provider than a traditional telecom.

We find similar stories across sectors, from slower organizations starting to work with the speed of a born agile to digital native organizations to successful organizations moving up a gear. These gains in speed, customer centricity, operations, innovation, employee engagement, and productivity manifest themselves on the bottom line: 65 percent of highly successful transformations reported they had also achieved significant impact on their financial performance.

Some think that focusing on one issue naturally comes at the expense of others, for example, restructuring to cut costs (customers will suffer) or focusing on employee engagement (at the expense of efficiency). Agile transformations are different because the improvement of one dimension reinforces the improvement of another dimension: the highly successful transformations we studied showed impact across four dimensions on average.

Highly successful agile transformations also led to a three times higher chance of being a top-quartile performer among peers

Our research further showed that a highly successful agile transformation manifests itself directly by measures such as operating-model maturity and performance against peers.

Measuring operating-model maturity

We used a calibrated scale with descriptions of “gaps,” “good,” and “great” for each of the 17 dimensions, and asked the respondents to rate their organizations’ operating model against the scale based on which descriptor best matched their perception. An example of the scale for the first dimension, “purpose,” is shown in Exhibit E.

For each of the 2190 organizations, we also collected their relative performance against peers and compared how the maturity of their operating model (defined as the average across all 17 dimensions) was linked to the likelihood of being a top-quartile performer. Our research revealed that there is a performance threshold at 3.5: going from a good operating model toward a great one rapidly doubles and then triples the chances of being a top-quartile performer among peers (Exhibit F). Only successful transformations manage to get past this threshold.

Using the calibrated 17-dimension scale thus provides a way to determine whether an organization’s operating model is holding it back, keeping it at par with peers, or giving it a competitive advantage. Top teams in various stages of their transformations have used this instrument to give them a quick check on where they are, and which dimensions to focus on.

To measure the maturity of each organization’s operating model in terms of agile working, we devised a calibrated scale for the different sub-elements of the five trademarks of agility —in total, 17 dimensions across the strategy, structure, process, people, and technology elements. For each dimension we used our earlier findings and casework to define a scale for what gaps, good, and great looks like. We asked all 2,190 respondents to self-rate how they experience their organization against the grid, then compared averages depending on where their organization was on its journey (see sidebar “Measuring operating-model maturity” for details on the methodology used).

As shown in Exhibit 2, highly successful transformations reported significantly higher operating-model maturity (scoring on average 3.8 out of 5, where 5 is “great”) compared with those that had not undergone a transformation (scoring 2.5 on average), or those 580 organizations that had done a less successful transformation (scoring 3.2 on average). This was, of course, expected. What was surprising, however, is that the highly successful transformation also scored higher than those that classified themselves as born agile (scoring 3.6 on average). This is highly encouraging because it means that a highly successful transformation allows an organization to overtake born-agile organizations by measures such as operating-model maturity. For example, when it comes to architecture and infrastructure, those organizations that had completed a highly successful transformation believed that their technology setup placed them at a competitive advantage, while many of the born-agile organizations, with decades of legacy in their IT setup, had to make conscious efforts to stay ahead.

Next, we studied the link between completing an agile transformation and achieving a competitive advantage. To judge performance, we asked the respondents to assess how their own organization was doing compared to their peers across financial results, customer satisfaction, speed, operational performance, employee engagement, and innovation. What we discovered was that 57 percent of those that had completed a highly successful agile transformation were in the top quartile of performance—a nearly three times higher likelihood than for those organizations that had not yet transformed (Exhibit 3).

Enterprise agility enabled those who succeeded to make their operating model a competitive advantage, with one caveat: for every highly successful transformation there were two others that missed the opportunity. Despite good intentions, high hopes, and considerable efforts, the less successful transformations achieved only incremental impact (for example, 10 percent improvement in customer satisfaction) and did not materially tilt their likelihood of being a top-quartile performer.

We next turned to the question of what sets the highly successful apart: How does an organization increase its chances of success?

A four-step recipe for success

Distilling the recipe that leads to success.

To identify the factors that lead to success, we collected information on more than 60 variables (different transformation actions and decisions) for each of the 838 transformations in our sample, for example, duration, approach used, use of piloting, frameworks deployed, who was leading, specific changes made, and so on. We first identified the lift of each single variable, for example, those that used front-runners had a one and one-half times higher chance of success than those that did not.

To study the combined effect of factors and the resulting odds, we constructed a logistic regression model. This allowed us to estimate the probability of a transformation being successful, conditional on the combination of the actions taken to complete it. A logistic regression model estimates both the base chances of success, interpreted as the chances of success if you do the opposite of all other factors, in our case 10 percent, and the individual increase in the log odds of each action you perform. When following the four-part recipe in full, an organization has a 75 percent chance of achieving a highly successful agile transformation.

There is a lot of anecdotal, often contradictory advice on how to succeed with an agile transformation. To separate fact from bias, we compared the highly successful agile transformations with the less successful ones to figure out what they had done differently across more than 60 transformation actions and decisions (see more details in the sidebar “Distilling the recipe that leads to success”). Putting it all together into one logistics regression model, we identified a four-part recipe that, when followed correctly, raises the chances of success from 30 percent to 75 percent (Exhibit 4).

What do those driving highly successful agile transformations do, and what should you do?

• Ensure the top team is ready to take your chance of success to 15 percent. Before launch, ensure the top team has a deep understanding of what agility is, and what it is not. This is important for getting profound buy-in from the entire top team and prepares them to lead the change. A deep understanding can be achieved in several practical ways, such as by visiting other organizations, talking to peers about agile working, and understanding enterprise-level concepts (such as the Quarterly Business Review) by doing simulations.
• Be intentional and go after value to give yourself an additional 25 percent boost. This means making a concerted, delegated, and sustained effort from the top—and clarifying how the organization creates value, where and how agile could help (for example, to enable working across functions), and then capturing the opportunities. There are many ways to be intentional: some organizations go all-in; others run the transformation in waves; larger organizations tend to train their leaders in different business units to run localized transformations. In all cases, senior leaders must role-model behaviors and mindset changes and dedicate sufficient time to the transformation. Our research clearly shows that following an unstructured, overly explorative, and bottom-up approach without a clear direction and leadership commitment hurts the chances of success. You cannot pilot your way to scaled agility; an overall enthusiasm for agile seldom translates into scalable impact without decisive leadership and action from the top.
• Go beyond agile teams and build the connective tissue by driving change across all five elements  of your operating model to add an extra 15 percent boost to your chances of success. Enterprise-wide agility is more than just more agile teams—it requires changes to the entire operating model to turbocharge the teams and bring all parts of the new setup together to reinforce one another. Unfortunately, many attempt piecemeal changes when rewiring their operating model, for example, by focusing mainly on ways of working, changing the reporting structure, or adopting new technology. But what sets the most successful apart is that they view their operating model as a system and rewire all of its parts—strategy, structure, process, people, and technology .
• Maintain high speed and use front-runners to unlock the final 20 percent boost. Highly successful transformations tend to complete the main phase 2 Defined as the time between the launch of the transformation and the point at which the changes impacting most of the affected people in the transformation have been implemented. in less than 18 months. For larger organizations, the journey might consist of multiple stages, each covering a specific part of the business (for example, a single country or business unit), each executed in less than 18 months. Those taking much longer tank their chances of success. Additionally, successful transformations tend to launch front-runners early, for example, moving the first 100 people to agile teams early in the transformation to signal commitment and to start the learning that informs iterative improvement.

A detailed description of each of the four elements and their stand-alone impact on chances of success is shown in Exhibit 5. Following this recipe brings you to a 75 percent chance of success; in practice, your success will also depend on company-specific unique factors, context, quality of execution, and even a bit of luck.

Going beyond the numbers, what does it look like in practice to follow the recipe?

1. Ensure the top team is ready

Preparation is key to executing a successful transformation, and so is full commitment from the top team, which must be ready and thoroughly understand what agility at scale means.

One of the large retail groups operating in Oceania recently completed a two-year turnaround—during a COVID-19 lockdown, with teams working remotely—in which it delivered significant quick wins. It knew the next wave of performance gains would depend on local execution, cross-functional initiatives, and rapid testing and learning cycles; thus, the organization shifted to agile working. To prepare for the journey, the CEO engaged with peers in companies that had made similar changes. The top team visited agile companies in the Asia−Pacific region and Europe. The chief human resources officer (CHRO), chief technology officer (CTO), and CEO each worked with an executive from outside their own organization to guide and inspire them and also received monthly coaching. The top team mapped the impact of the changes, knowing they would also need to be reshaped. This preparation phase took several months; when the organization decided to shift, its leaders knew intimately what they were signing up for.

Another large telco company made the preparation phase even more intense for its top team. First, they undertook a tour (both virtual and physical) across a dozen agile companies worldwide. Then, convinced of the potential, they devoted three days to figure out what agility meant for their 7,000 employees, making note of what they referred to as the “scary stuff”:

• From managers to doers. De-layering from six to three levels meant asking hundreds of managers to become agile team members. Would all make the shift?
• New capabilities. New teams would require many performance coaches; yet only a handful existed. How do we train in-house coaches?
• New people model. Evaluating roles by hierarchy would become obsolete. How do we to introduce new contracts, career models, and incentives?
• Let go of (the illusion) of control. Heavy planning and reporting would not suit the new, nimble setup. How do we balance autonomy with alignment and steering?

Impact on us. What is our role? What do we need to learn? What must we unlearn?

After the three days the team made the jump. There was no plan B, so they set out together to solve the scary stuff.

This preparation stage should be as practical as possible. Visits to other companies, talks with peers, and case examples shared by experts help explain what agile working means at the enterprise level. Equally important are immersive simulations and leadership exercises that allow a top team to experience what enterprise agility asks from them as individuals leading in the new operating model.

2. Be intentional and go after value

By intentional, we mean that the transformation should be bold, deliberate, and executed as a coordinated, concerted, and consistent effort. It does not mean ivory-tower command-and-control style. The top team needs to be clear on where the value is and mobilize the entire organization to pursue it in a planned way.

Consider an oil and gas major undergoing a yearlong experiment with agility in its upstream organization. The journey started bottom-up, with hundreds of cross-functional teams across the business coming together to crack issues. The business value this unlocked and the positive employee feedback from the teams whet the company’s appetite, but scaling up would not be successful by simply doing more of the same: rather, the next stage needed to be intentional. After thorough preparations, the top team did three things. First, they delved into value creation, identifying the core end-to-end value chains in the organization, and determining the opportunities for simplification, agility, centralization, and digitization. They would form new teams around these value-creation opportunities, not based on functional boundaries or where people were most eager to try new things. Second, they articulated what it would take to be successful in the new environment: productivity and cost-effectiveness, flexibility to shift resources quickly to evolving priorities, and attracting different kinds of talent—and made sure all actions supported these goals. Third, they made a plan for scale-up: a front-runner in production operations, the part of the organization that required most integration and most immediately impacted value while, in parallel, kicking off the transformation at scale in all other value chains, engaging over 7,000 people across their global portfolio.

Some larger organizations drive top-down change through senior leaders. For example, Roche, a biotechnology company with 94,000 employees in more than 100 countries, launched its change efforts through a personal change program for its senior leaders. More than 1,000 leaders took a four-day immersive program that introduced them to the mindsets and capabilities needed to lead an agile organization. The intent of the program was to help leaders recognize the ways in which their individual mindsets, thoughts, and feelings manifested in the organizations they led and how to drive agility within their domain. Today, agility has been embraced and widely deployed within Roche in many forms and across many of its organizations, engaging tens of thousands of people in applying agile mindsets and ways of working .

The intentional approaches taken by these organizations and in other highly successful agile transformations contrast with those seen in many less successful transformations. In purely bottom-up transformations, there is a proliferation of good pilots and experiments, which typically run into systemic barriers (for example, culture, funding mechanisms, incentives, structures, or something else) that prevent scaling beyond the embryonic stage. As a result, benefits will fail to materialize, leaving cynics to dismiss the whole concept as a fad.

3. Go beyond agile teams and build the connective tissue

As more agile teams are launched, the structures and support around them also need to be rewired—and it needs to be done comprehensively. The operating model is a system, and if we change just one element without addressing the others, we will cripple it. Organizations must therefore pay constant attention to the strategy, structure, processes, people, and technology dimensions of the operating model. Those organizations that change only one part (for example, introduce new technology or launch culture initiatives) often encounter friction between the old ways and the new.

In 2019, Denmark’s 140-year-old incumbent teleoperator, TDC, decided to change course. It separated the network part of the business from the commercial operations and launched the strategy of transforming the latter into a digital service provider able to stand on its own feet. This 4,400-employee unit already had hundreds of people working successfully in agile teams for the digital part of the business , and scaling agility beyond teams to the entire business would best help it thrive in the new competitive arena. The company launched the “Good Rebellion”—a determinedly “go all in” change effort that resulted in clear improvements in customer results, employee engagement, and effectiveness.

In addition to defining new focus areas, such as TV and entertainment, changes in the organization’s strategy went deeper: it defined a new purpose, overhauled the entire identity, and rebranded itself as Nuuday. It changed its structure : a hierarchy gave way to flatter structure of three layers consisting of a top team, 30 unit leaders, and over 200 cross-functional teams. Reporting took place through chapters; chapters focused on consistent and scalable capabilities; and the best talent was deployed to business opportunities instead of internal coordination roles. To ensure alignment among teams, Nuuday introduced a quarterly prioritization  and resourcing process , as well as a biweekly rhythm for teams to follow. To help teams continuously improve their performance and maturity, 40 agile coaches were hired (largely internally) and trained.

Nuuday made the people elements—culture, talent, leadership, and career models—a priority. It started by involving hundreds of people across the business to define the behaviors expected from everyone (for example, challenge the status quo). A new career model rewarding craftsmanship and contribution instead of hierarchical roles were also introduced, and dozens of training and communication events for the different roles and teams ensured a smooth transition. The technology setup was overhauled to allow distributed parallel development across hundreds of teams.

No silver bullet, but some duds

In analyzing the data, we found that no single action significantly moved the odds in an organization’s favor; it was the broad efforts that mattered. Most individual actions were statistically significant but only moderately correlated to success. However, among the actions tested, there were some that had zero or even a slightly negative correlation with success, meaning those organizations that had taken these actions had no greater chance of being highly successful than those which had not. These actions included:

• introducing new language to reinforce new ways of working, for example, using a squad instead of team
• creating a playbook explaining the operating model, for example, governance, structures, agile ways of working
• delivering a generic learning program on agility for all roles

Each of these comes with a nuance. Funky new language for existing concepts did not help, but moving people to cross-functional teams and defining a separate capability-based organization (for example, a chapter) were among the top-performing variables. An agile playbook (which perhaps ended up on the shelf) was not in itself enough; but spending time to adapt the future model to the specific context and to ensure people understood and adopted the new model correlated strongly with success. Broad Agile 101 training did not help, but role-specific training, onboarding boot camps for new teams, and guided first sprints all moved the needle.

These duds further illustrate the need to drive deep and holistic change. Superficial changes indeed lead to disappointing results.

Vital for Nuuday, and for others driving a transformation, is a consistent new operating model—one that goes beyond team-level changes to also cover the connective tissue between them. It is especially important to address the deeper changes head-on. What changes to culture are needed to truly get the benefit of working in teams? What is the new role for leaders  in an agile organization? Do we have the right people  on board, or are there some we must say farewell to? By going below the surface-level changes, organizations can stay focused on being agile instead of just doing agile  (see sidebar “No silver bullet, but some duds”).

4. Maintain high speed and use front-runners

While change needs to be comprehensive, it also needs to be fast (taking more than 18 months reduces the chance of success). When it comes to speed, ING in the Netherlands  is a good example: it set its aspirations in late 2014, and eight months later had already transitioned its entire head office to the new ways of working. Similarly, Spark New Zealand  decided that the risks of going slow outweighed those of going too fast, and opted for “giving it a big run.” Spark launched its first front-runner units within two months and the new agile organization five months later.

Highly successful transformations also use front-runners to get a head start in parts of their organization. Front-runners are not simple pilots (“let’s test if agility works”); rather, they are intentional efforts to see the full new operating model in action in a specific area—covering both agile team-level changes and the connective-tissue changes (with a scope of, for example, the first five through 20 out of 200 agile teams). This is done in an agile spirit by experimenting and iterating to make it a success, with an intention to show commitment, secure early wins, and create a starting point for the broader operating model.

Front-runners are not simple pilots. They are intentional efforts to see the new operating model in action in a specific area.

One Asian telco decided to move fast. One week after a diagnostic that revealed the operating model was failing to capture $200-plus million (run rate), the top team announced the need to change. Five weeks later, four front-runner teams were trained and launched in an agile microcosmos. These teams brought together the doers across departments and tasked them with joint business objectives (for example, reducing the number of inbound service calls) rather than project milestones. Eight weeks later, the entire digital domain was transformed. These first 20 teams acted as a beacon showing what agility looked like and what benefits it could deliver.

A global iconic apparel and footwear company used front-runners when driving agility in its supply chain and logistics-operations unit. Shortly after deciding to adopt agility at scale, it launched the first agile unit of about 100 people. The front-runners were tasked with four objectives:

• discern how to get started at a high pace
• discern how to learn what to do and what to adjust before scaling further
• develop a proof of concept and demonstration of the impact of agility (even in the logistics domain)
• develop a way for people to experience what the future would look like

The decision to launch early front-runners paid off; it strengthened the “why” of the transformation and facilitated the support from the rest of the organization to succeed with the full-scale transformation.

Less successful transformations tend to spend more time and generate less impact. Agility might be a theme in year one, an imperative in year two, part of a few pilots in year three, and so on. Without momentum or examples, employees could not see how the changes affected them in practice, and they did not learn what they should do differently. Prolonged uncertainty about what agile working means to individuals (“Does all the noise about flat organizations and empowerment mean I could lose my job as a manager?”) and lack of observable changes can cause more confusion than good.

Looking ahead: Make agility your advantage

A few years ago, enterprise agility transformations were the domain of a few bold pioneers that had to discover or create the path as they moved along. Now, most organizations are racing to transform to an agile operating model. It is becoming mainstream across many sectors—the big shift to enterprise agility is under way.

Depending on where your organization is on the journey, there are different insights emerging from this research.

• For those who have not started, we emphasize the importance of solid preparation. How can you get senior leaders to fully understand what agility means in practice at the enterprise level? How can you crystallize a clear and ambitious enough aspiration for agility? How can you slow down, prevent false starts, and concentrate more fully on achieving an intentional, rapid, and comprehensive transformation?
• For those who have begun, it is time to look around and see how you are doing. These findings offer a good chance to assess how likely it is that your approach will ultimately deliver significant impact. Is the transformation solidly anchored on value creation and top of mind for the top team, or is it more of a hobby? Are you moving fast enough and showing real progress through front-runner units, or are you dragging along? Are you missing parts of the recipe?
• For those who are not seeing a step change in performance, reflect on why this is the case. Did you set high enough, tangible, and time-bound performance aspirations from the start, or let things drift at their own pace? Have you made it a priority of leaders in the organization to reach and teach these aspirations, or tried to outsource the change to coaches or separate project offices? Have you made holistic change and built the connective tissue between your teams and across all dimensions of the operating model?
• For those who are near the end, and looking beyond, how can you improve? No transformation is ever fully complete. Very few organizations in our sample rated themselves as world class across all dimensions of their operating model, yet the closer they came to this rating the more likely it was that their operating model was a source of competitive advantage. Also, what works now might not work in the future, so there is a need to constantly evolve the operating model. As one executive put it, and as we have seen with some of the born-agile organizations in our sample, “stagnation is death ... you need to ensure you keep changing faster than the market or else you are quickly overtaken.”

Agility has moved from theory to practice, from an unproven approach to a proven way to drive performance and gain a competitive advantage. We hope our findings help bring some method to the madness as you are putting together a winning operating model for today and tomorrow.

The authors wish to thank Désirée af Rosenborg, Frank Barman, Esmee Bergman, Sherina Ebrahim, Ruth Imose, Jason Inacio, Steph Jackson, Quentin Jadoul, Krisztina Katona, Bo Krag Esbensen, Jesper Ludolph, Michael Lurie, Deepak Mahadevan, David Pralong, Guilherme Riederer, Daniel Rona, and Håkon Wik for their contributions to this article.

Explore a career with us

Related articles.

Enterprise agility: Buzz or business impact?

Agility in the time of COVID-19: Changing your operating model in an age of turbulence

The five trademarks of agile organizations

agility at scale

• Case Studies
• Agile Leadership
• Agile Planning
• Agile Practices
• Agile Requirements Management
• Distributed Teams
• Large Scale Scrum (LeSS)
• Lean and Agile Principles
• Organizational Culture
• Scaled Agile Framework (SAFe)
• Scaling Agile

Collaboration and Communication: The Foundation of Agile and Lean Success

Table of Contents

Deep Dive into the 8 Pillars: Unraveling Collaboration and Communication

Following our in-depth exploration of the 8 Pillars of Agile and Lean Principles, we focus on the second pillar: collaboration and communication. In this blog post, we discuss these aspects’ vital role in Agile and Lean teams, building on the foundation laid in our original comprehensive guide.

Introduction

Collaboration and communication are fundamental to Agile and Lean methodologies, fostering strong relationships, trust, and transparency among team members and stakeholders. These principles enable organizations to adapt quickly to change, innovate, and deliver value to their customers. This blog post will explore the second of eight key clusters of Agile and Lean principles derived from a comprehensive analysis of 29 reputable sources. By delving into this cluster, we aim to understand better collaboration and communication’s role in successful Agile and Lean pra ctices. Join us as we examine the core principles and practices that enable organizations to foster a culture of effective collaboration and communication.

The Importance of Collaboration and Communication in Agile and Lean

In Agile and Lean environments, collaboration and communication are essential for:

• Breaking down silos and fostering cross-functional teamwork
• Ensuring a shared understanding of goals and objectives among team members and stakeholders
• Encouraging innovation through diverse perspectives and open dialogue
• Facilitating rapid decision-making and adaptation to change
• Building trust and promoting a culture of continuous improvement

Key Principles for Fostering Collaboration and Communication

• Individuals and Interactions Over Processes and Tools ( Agile Manifesto ): This principle emphasizes valuing human interactions and collaboration over rigid processes and tools.
• Active User Involvement (DSDM): Encouraging active participation from users in the development process ensures that their needs are understood and addressed.
• Face-to-Face Communication (Agile Manifesto, LeSS): Face-to-face communication is considered the most effective communication for conveying information and building trust within Agile and Lean teams.
• Daily Communication (Scrum, Nexus, SAFe): Regular communication through daily stand-up meetings or other daily touchpoints helps teams stay aligned, share updates, and quickly address any issues or roadblocks.
• Collaboration Over Negotiation (Agile Manifesto): Prioritizing collaboration over contract negotiation fosters a positive working relationship between team members and stakeholders, enabling a more flexible and adaptive approach to deliver value.
• Teamwork and Shared Responsibility (Scrum, LeSS, Nexus) : Emphasizing teamwork and shared responsibility empowers teams to work together more effectively and take collective ownership of the product’s success.
• Self-Organizing Teams (Scrum, SAFe): Self-organizing teams are given the autonomy to make decisions and determine how best to achieve their goals, fostering a culture of trust, collaboration, and continuous improvement.
• Open and Honest Communication (DSDM): Encouraging open and honest communication ensures that team members and stakeholders can raise concerns, share ideas, and solve problems.

Practical Applications of Collaboration and Communication Principles

Various organizations have successfully implemented these principles to foster collaboration and communication. For example, a software development team using Scrum might hold daily stand-up meetings to discuss progress and address any roadblocks, while a design team following Lean UX might collaborate closely with users and stakeholders to iteratively refine their designs based on feedback.

Tools and Techniques for Enhancing Collaboration and Communication

Several practical tools and techniques can help teams improve project collaboration and communication. Some examples include:

• Collaboration platforms: Tools such as Slack, Microsoft Teams, or Trello can facilitate communication and collaboration among team members, regardless of their physical location.
• Retrospectives: Regular retrospective meetings can help teams reflect on their collaboration and communication practices, identifying areas for improvement and implementing changes to enhance their effectiveness.
• Co-location: Whenever possible, co-locating team members in the same physical space can promote face-to-face communication and improve collaboration.

Challenges and Potential Pitfalls

While collaboration and communication are crucial for Agile and Lean success, organizations may face certain challenges and pitfalls when trying to implement these principles:

• Resistance to change: Team members and stakeholders may resist changes in communication and collaboration habits. To overcome this, organizations should provide training, support and demonstrate the benefits of adopting Agile and Lean practices.
• Remote work challenges : Remote or distributed teams may find it more challenging to maintain effective communication and collaboration. To address this, organizations should invest in the right tools and processes to support remote work and ensure regular touchpoints for all team members.
• Information overload: With increased communication and collaboration, there is a risk of information overload, leading to decreased productivity. Teams should streamline communication channels and prioritize essential information to prevent this issue.
• Conflicting priorities : Team members may have different priorities and objectives, hindering collaboration. Establishing a shared understanding of goals and fostering a culture of shared responsibility is crucial to overcome this challenge.

Collaboration and communication lie at the heart of Agile and Lean methodologies, enabling organizations to build trust, adapt to change, and deliver value to customers. By understanding and implementing the key principles in this cluster, teams can create a work environment that promotes open dialogue, cross-functional teamwork, and shared responsibility. Embracing these concepts can lead to more successful projects and better overall outcomes for organizations striving to stay competitive in today’s fast-paced market.

• Highsmith, J. (2009). Agile Project Management: Creating Innovative Products. Addison-Wesley Professional. Amazon
• Cohn, M. (2009). Succeeding with Agile: Software Development Using Scrum. Addison-Wesley Professional. Amazon
• Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass. Amazon
• Kim, G., Debois, P., Willis, J., & Humble, J. (2014). The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win. IT Revolution Press. Amazon
• Rubin, K. S. (2012). Essential Scrum: A Practical Guide to the Most Popular Agile Process. Addison-Wesley Professional. Amazon
• Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. McGraw-Hill Education. Amazon
• Duhigg, C. (2016). Smarter Faster Better: The Transformative Power of Real Productivity. Random House. Amazon

Privacy Preference Center

Privacy preferences.

Jump to content

• Recognition
• Directories
• Campus Services
• Financial Management
• Integrity and Ethical Conduct
• Learn and Grow
• Manager Toolkit
• Staff Resources
• Technology at Yale
• University Policies, Procedures, Forms, and Guides
• Office of Research Administration
• Office of Sponsored Projects
• Human Research Protection Program
• Animal Research Support
• Conflict of Interest Office
• Export Controls
• Office of Research Compliance
• Faculty Research Management Services
• Diversity and Inclusion
• Public Safety

Learning Agility—Have you got what it takes?

When it was announced in March 2020 that the world was in the throes of a global pandemic, thousands of Yale staff members and their leaders had to move quickly, adjust, and sometimes enter unchartered waters to accomplish things differently. Why was Yale successful? “Learning Agility.”

Leadership expert Orrin Woodard defined learning agility as “…the ability and willingness to learn from experience, and subsequently apply that experience to perform successfully under new or first-time conditions.”  (Kenneth P. DeMeuse, What’s Smarter than IQ? (Korn/Ferry Institute, October 2011)

While the pandemic forced us to move quickly, Yale rose to the occasion, and adapted to a new conferencing and meeting platform, Zoom, and found other innovative platforms and ways to keep our institution running. You were a part of that. But how can you continue to use Learning Agility to succeed and lead?

The Korn/Ferry Institute supports Five Factors in Learning Agility

Mental agility is being able to think on your feet and be creative in the moment when problem solving. You can do this by learning or engaging in something new, something out of your comfort zone. Engage in new activities that may be unfamiliar or scary like leading a team or giving a speech. Research your field of business and attend a webinar on new innovative ideas out on the web. Don’t allow self-consciousness to squash your creativity for fear of being judged. All of these things are like calisthenics for your brain and will keep it agile.

People agility is being a skilled communicator with the ability to work with diverse types of people. This means improving your emotional intelligence, learning conflict resolution techniques, and practicing communication skills like active listening and asking effective questions. When this is done well, you will be able to interact effectively with others who may have differing views or opinions than you. It also facilitates sharing your knowledge and learning from others.

Change agility requires the ability to experiment with change and to be comfortable with it. Yale strives to be a leader in change and so can you. Seize opportunities for continuous improvements in your department and in your personal development. Be the first to learn and adapt to a newly introduced application or software. Let go of the “this is how we always did it” mindset and consider the possibilities of doing things differently.

Results agility is the ability to deliver results in challenging first-time situations. Korn Ferry defines it as “a leader’s propensity to deliver outstanding results in new and ambiguous situations. It is also the experience of being energized by different, tough assignments and overcoming obstacles to achieve stretch work objectives.” You can do this by remaining calm, setting goals, and maintaining focus. Build upon your previous experiences but don’t be afraid to try something different to arrive at the same result that is more efficient and expeditious.

Self-Awareness means knowing your true strengths and development opportunities. It means assessing your skills and creating a learning plan to acquire or improve skills that will move your career forward, parallel or in a new direction. When you are self-aware, you often examine your performance and seek advice on areas of improvement. What you have experienced in the past will be used to further develop. Cultivate a drive to do something different and to do it better than anyone else. Never be satisfied with the status quo of what you know, how well you know it, or the command level of the skills you have. 

The Center for Creative Leadership states that individuals tend to gain 70% of their knowledge from challenging experiences and assignments. One way to gain various experiences is to look for an Experiential Learning Opportunity (ELO). These can include:

• Enrichment Outside Your Role at Yale , which may be finding a job-shadowing opportunity or a rotation program for your department. You could also create a cross functional team to work on an organizational problem. 
• Enrichment Outside of Yale  may include taking a course on a subject of interest or joining a new initiative in the community or at another professional organization.

These experiences lead to agility in your learning and your ability to apply the skills you learn in other aspects of your work or life quickly and seamlessly. The Experiential Learning Opportunity resource guide provides examples of experiential learning opportunities for managers to work with their staff and for staff to develop their careers.

Now is the time to build on improving your Learning Agility. Be curious and open to our ever-changing world and how you can quickly adapt and lead in an era of innovation and the unknown. Gain experience in subjects inside and outside of your field and reflect on your past experiences; then apply those experiences to the here and now with successful outcomes.

“It is clear that learning agility is part of any successful leader’s repertoire. The willingness and ability to learn from experience not only influences the extent to which we grow as individuals but also how we are perceived by others. Ultimately, our ability to continuously learn and adapt will determine the extent to which we thrive in today’s turbulent times.”  (Mitchinson., A. & Morris. R. Ph.D. (2012) Center for Creative Leadership.)

Let’s all continue to Learn and Grow! Watch the video The Importance of Learning Agility .

• Search Close Search

escort pendik antalya escort perabet giriş

Agility in Corporate Communications: Lessons Learned and Future Challenges

Unpredictable, dynamic environments and the challenges of digitalization force many corporations to question traditional ways of organizing their activities. A big idea often discussed by top management in this context is “agility” – meaning that organizations should become significantly more flexible, faster and responsive by establishing new ways of planning (design thinking, scrum), organizing (multilateral project teams, more collaboration, less rules), and stakeholder interaction. This poses many challenges on corporate communications. Communication leaders might be leading the change towards agility in their organizations, or their departments might be affected by change initiated in other parts of the organization. In both cases, the question of ‘how to’ is the most pressing one.

What does it mean to be agile? Organizational theory has explored the problem of how organizations cope with complex, uncertain, volatile environments since the 1960s. The more specific concept of agility has been introduced in the 1990s and was adopted especially by researchers in the fields of production or supply chain management, software development, and information technology. However, it is still a broad term that encompasses a multitude of concepts, methods, and tools. A comprehensive definition based on an interdisciplinary literature review is shown in the box below. Although many communication departments strive to become fast and flexible, research has almost completely neglected this topic. Until recently, only one journal article linking agile methods to communication management has been published worldwide (Van Ruler, 2015).

Defining Agility: “ Agility is the overall capability of an organization to respond to and take advantage of the changes initiated by the drivers in the internal and external environments. It includes the ability to identify relevant changes and to respond proactively, efficiently and effectively, employing the right personnel based on competence, not hierarchical status. Additionally, it includes the ability to implement flexible structures and processes suited to the immediate tasks at hand and to employ the appropriate resources in the shortest possible time.” (Zerfass et al., 2018, p. 7).

Researching agility in communications A research team at the University of Leipzig, Germany, started to research different aspects of agility in corporate communications in autumn 2017. The project is supported by the Academic Society of Communication & Management, a group of 40 global blue-chip companies in Western Europe. The project started by conducting a systematic, interdisciplinary literature review in general management, organizational theory, production economics, supply chain management, and information technology, thereby analyzing several conceptual frameworks and synthesizing the relevant aspects for communications. Secondly, the team conducted explorative interviews with 38 chief communication officers and senior communication managers in spring 2018. Interviewees were asked about the status quo of different aspects of agility (strategy, structure, culture, instruments, tools, people) in their company in general and their communication department specifically. Additionally, in-depth case studies within selected companies lasting between two days and two weeks were conducted to identify different approaches towards agility. First results of this project have been published in a report that is available online (Zerfass et al., 2018).

Six providers of agility The findings show that, first of all, it is important to understand that becoming agile is not only about introducing tools and technologies (e.g. Kanban, Design Thinking, Scrum), instead, what it requires is most of all a change of mindsets and attitude. Second, it might require new organizational structures and processes, as well. The empirical insights supported the findings from the literature: six overall factors drive agility:

• Structures & Processes: Agile structures and processes are an important prerequisite for flexibility and speed. Linear, bureaucratic structures with rigid chains of command often make decisions slow and ineffective. Working in functional silos creates redundancies and a lack of information and transparency. Thus, agile departments work towards flatter hierarchies, decentralize power, establish iterative decision-making processes, and set up cross-functional teams.
• Culture & People: Agile organizations come to life through the people working within them. Creating a different mindset and corporate culture are probably the most important providers of agility. Executives and team members alike require openness and willingness to work in cross-functional teams with a stronger emphasis on collaboration, interaction, self-management, and knowledge sharing. Incentives and career options need to be revised when leadership positions are dismantled.
• Tools & Technologies: A number of agile methods or tools such as Scrum, Design Thinking or Kanban are helpful when working towards an agile organization. Furthermore, technologies such as digital collaboration tools and knowledge management platforms support agile work flows.

Challenges and opportunities for communication leaders Overall, communication departments might play a triple role in agile organizations. Best-practices show that it is often not only about becoming more flexible oneself, but about facilitating a change throughout the whole corporation.

The triple role of communication departments in agile organizations Positioning the corporation as agile and flexible in the media and in the minds of stakeholders can be an objective of communications, even for departments that are not agile themselves. Enabling others in the organization to become more agile offers new opportunities for communicators. That is often done hand in hand with HR. But in the end it is all about leveraging change and introducing new internal communication processes, so practitioners might be those who are most knowledgeable in their organizations. Last but not least, transforming the communication function itself is a key challenge for any communication leader.

Most common: “Islands of agility”

Our research reveals that only very few companies, such as ING, a leading international direct bank headquartered in The Netherlands, or Deutsche Telekom, well-known in the United States for its T-Mobile brand, have radically restructured their communication departments. For example, more than 120 communicators at the Telekom headquarters in Bonn, Germany, work without hierarchies in temporarily assigned teams. Other corporations, such as the global healthcare solution provider B. Braun (62,000 employees), have established “islands of agility” – they run dedicated strategic projects in agile teams, but continue to operate in a traditional structure for day-to-day work.

There is no one best way to deal with agility. Communication leaders must individually assess their organization, their department, and their team and reflect on which agility dimensions and strategies are beneficial in order to make them faster, more productive, and efficient.

References Van Ruler, B. (2015). Agile public relations planning: The reflective communication scrum. Public Relations Review, 41 (2), 187-194.

Zerfass, A., & Dühring, L. (2018). The agile way. Communication Director, 13 (2), S. 42-44.

Zerfass, A., Dühring, L., Berger, K., & Brockhaus, J. (2018). Fast and flexible. Corporate communications in agile organizations (Communication Insights, Issue 5). Leipzig, Germany: Academic Society for Management & Communication. Free download at http://www.akademische-gesellschaft.com/en/service/publikationen/communication_insights/ .

About the Authors

Sarah Jackson

Heidy Modarelli handles Growth & Marketing for IPR. She has previously written for Entrepreneur, TechCrunch, The Next Web, and VentureBeat. Follow on Twitter

Related Posts

Contributions to Education: Exploring the Work of the...

Join the discussion, leave a reply cancel reply.

You must be logged in to post a comment.

Embracing technology for more powerful integrated communications: Tips and best practices

by Mark Quadros | Jan 25, 2024 | Public Relations

An essential component of achieving brand coherence and aligning communication efforts with business goals is the implementation of an integrated communication strategy. Adopting a strategic approach can help to ensure uniformity across all channels while taking into account the intricacies of reaching target audiences.

In the world of technology in communications and digital transformation in PR, an integrated strategy can mean the difference between effective and poor communication. It can help you efficiently and effectively deliver the right messages to your target audience. By honing in on who should receive the message and explaining why it is pertinent to them, you can establish a meaningful connection. 

In this article, I’ll discuss the role of technology in integrated communications and how you can make the most of tech-enabled communication strategies.

Let’s get right into it!

Technological Advancements in Communication

Navigating the forefront of communication technologies involves a strategic embrace of cutting-edge tools, particularly when it comes to PR. There are many innovative advancements to tap into, such as:

• Artificial Intelligence (AI) 
• Machine Learning (ML) 
• Big Data and analytics 

Embracing AI and ML technologies in communication strategies can revolutionize the landscape of PR. These sophisticated tools can empower you to sift through vast amounts of data, extracting valuable insights and trends that might otherwise remain hidden. 

Automated analysis of media coverage, social media sentiments, and audience behaviors can also make it easier for you to gain a nuanced understanding of your audience’s preferences, enabling you to tailor communication strategies with precision.

Additionally, AI-powered chatbots and virtual assistants are transforming the way organizations interact with their audience. These intelligent systems facilitate real-time engagement, providing instant responses to queries and ensuring a seamless communication experience—one of the top benefits of technology in communications. 

Whether it’s addressing customer inquiries or managing crisis communications , AI and ML contribute to efficiency, allowing PR teams to focus on strategic, high-impact tasks.

AdmitHub mascot bot is straightforward but does a fantastic job at helping collect the necessary contact information, as well as the intent and goals prospects wish to achieve.

Big Data and advanced analytics have also ushered in a new era of strategic decision-making in PR. By harnessing the power of Big Data, you can gain comprehensive insights into audience behaviors, industry trends, and the effectiveness of communication campaigns. This data-driven approach enables agile decision-making, allowing for quick adjustments based on real-time feedback.

Analytics tools provide the capability to measure the success of PR initiatives quantitatively. Metrics such as engagement rates, sentiment analysis, and reach metrics offer a holistic view of campaign performance. 

Communication channels for businesses have also shifted from traditional methods like faxes and landline phones to the dynamic realm of today’s social media platforms. Embracing these innovative tools not only reflects a departure from outdated practices but also unlocks a host of enhanced business benefits.

Transformative Role of Technology in PR and Media Relations

As technology continues to reinvent itself, here’s the impact it can have on PR and media relations. Learn how technology can play a transformative role and reshape the way you communicate and engage with your audience. 

Automation and Streamlining in Public Relations

AI and automation can be awesome for PR professionals, offering a streamlined approach to various facets of their work and delivering a substantial boost to productivity. 

Leveraging sophisticated algorithms, AI-powered software can analyze extensive datasets sourced from diverse outlets, including social media, news platforms, and consumer interactions. 

Through the meticulous monitoring and interpretation of this data, AI can be a valuable ally for PR practitioners, offering profound insights into audience preferences, sentiment trends, and emerging topics. Equipped with this knowledge, you can craft campaigns with exceptional precision, ensuring that their messaging resonates precisely with the targeted audience.

In contrast to the labor-intensive nature of traditional methods, AI-driven tools now excel in efficiently tracking mentions, gauging sentiment, brand monitoring, and assessing brand visibility across multiple platforms in real-time. This newfound capability can make it easier for you to promptly address any unfavorable publicity or leverage positive mentions, thereby fortifying and enhancing your brand reputation . 

Brand monitoring tools can give you insight into what people are saying about your company, allowing you to adjust PR campaigns.

Tech-Driven Media Outreach and Engagement

Media outreach can serve as a cornerstone in public relations and help you to get your messages to a broader audience. 

Through strategic engagement with journalists, bloggers, and influencers within your industry, facilitated by innovative PR technologies, you can secure media coverage that extends to a wider audience previously unaware of your brand.

One technological advancement stands out when it comes to PR communication—video chats, messages, and conferences. This innovation not only personalizes interactions for individuals but also revolutionizes communication for businesses. 

Video conferences can facilitate a more immersive understanding of ongoing activities, offering a visual medium to interpret charts, data, presentations, and more. This transformative technology enhances the depth and clarity of communication, fostering meaningful connections. 

You can also learn to use AI in video creation , incorporating video into PR strategies in easier and more efficient ways. With AI, you can enhance visual effects and audio effects, automating editing, and refining analytics.

Enhancing Media Relations through Digital Platforms

Digital PR is a strategic promotional tactic that can elevate the online presence of a brand. It can catalyze driving brand awareness, augmenting website traffic, establishing valuable links to enhance organic rankings, and catalyzing measurable outcomes in terms of online sales, social following, and engagement.

Operating seamlessly within the overarching framework of marketing ideas and communications goals, digital PR has undergone a transformative evolution in tandem with technological advancements. 

Historically rooted in traditional media outreach, focusing on newspapers, television, and radio, the traditional PR landscape thrived on networking and cultivating long-term relationships with journalists.

However, the advent of the digital era precipitated a shift in PR strategies. The scope broadened to encompass a wider audience, driven by the growth of social media . 

Platforms like X (Twitter), Facebook, and Instagram facilitated the amplification of brand messages, fostering real-time interactions and immediate feedback. In this new landscape, PR practitioners gained the ability to extend their reach through diverse channels, including websites, emails, podcasts , and blogs.

With such a tech-driven strategy, you can delve into identifying who your target audience is and strategically determine how and where to engage with them. You may even consider using software for website localization to make sure you’re reaching your audience with the right content.

Also, the dynamic nature of digital PR enables swift adaptation to the latest trends, a practice exemplified by ‘newsjacking.’ Leveraging the real-time nature of digital platforms, you can tap into ongoing conversations or breaking news to amplify your brand’s message. 

By vigilantly monitoring trending topics, news stories, or industry-specific discussions, PR teams can craft content that is both timely and relevant, seamlessly aligning with the prevailing conversations in the digital sphere.

Google Trends is an example of a useful tool for monitoring trends and hot topics that can be used to build PR campaigns.

Digital Tools and Platforms Revolutionizing Integrated Communications

The landscape of integrated communications has been significantly transformed by the advent of various digital tools and platforms. 

These technological advancements play a pivotal role in enhancing the efficiency, reach, and impact of integrated communications strategies. 

Role of Social Media in Integrated Communication Strategies

Social media offers many brilliant opportunities for strategic brand engagement. Beyond its conventional roles in inbound and word-of-mouth marketing, as well as paid advertising and customer insights, social media holds additional dimensions that significantly contribute to a brand’s success.

One pivotal aspect lies in the ability to foster meaningful conversations with customers. The profound truth remains—people prefer to buy from brands they know and trust. A staggering statistic underscores this reality: 90 percent of customers are inclined to purchase a brand they follow on social media.

A company can shape customer and stakeholder perception through its social media presence. A good example of a good social media strategy comes from KFC—the brand not only uses its platforms for PR-related communications but also creates content that people can relate to. This funny meme is just one example of KFC using social media the right way:

This funny meme is just one example of KFC using social media the right way. Incorporating such engaging and relatable content into your marketing plan ensures a holistic approach to brand communication through social media.

Content Management Systems and Collaboration Tools

A content management system (CMS) is a specialized software crafted for the seamless publishing and administration of website content. The inherent design of content management systems emphasizes user-friendliness, catering to individuals without technical expertise.

Content management systems furnish the essential tools to translate collaboration from an abstract concept into tangible reality. 

Ensuring that your team operates in a coordinated manner not only boosts efficiency and organization but also fortifies the trust among individuals striving towards shared PR goals. 

Digital Monitoring and Analytics for Communication Measurement

Harnessing technology for targeted and personalized communication measurement involves leveraging advanced tools and analytics to assess the effectiveness of communication strategies in a highly granular and individualized manner. 

Technology enables the collection and analysis of vast amounts of data related to audience behavior, preferences, and interactions. Through sophisticated analytics, communicators can segment audiences based on various criteria, allowing for targeted communication to specific demographics, interests, or behaviors.

CRM systems help organizations manage and analyze interactions with current and potential customers. By integrating communication data into CRM systems, organizations gain insights into individual customer journeys, enabling personalized communication based on historical interactions.

On top of that, personalization engines use algorithms to tailor content based on user preferences, behavior, and historical interactions. By incorporating personalization into communication strategies, organizations can deliver content that resonates with individual recipients, increasing engagement and response rates.

Email marketing can also be a robust tool for personalized communication. Employ email automation and segmentation techniques to craft customized email newsletters that speak directly to each recipient’s unique interests and requirements. This may encompass tailored product recommendations, exclusive offers, and pertinent content designed to resonate with individual preferences.

Personalization through Data-Driven Communication

Data-driven communication involves the strategic utilization of pertinent and dependable data to shape, influence, and captivate your audience. This practice extends beyond mere information dissemination. It also covers:

• the crafting of compelling messages
• tailoring content to distinct segments
• assessing the efficacy of communication efforts through measurable outcomes

Personalization through data-driven communication is a strategy that involves tailoring messages, content, and interactions to individual preferences, behaviors, and characteristics. 

By leveraging relevant and reliable data, organizations can create highly targeted and personalized communication experiences for their audience. 

Targeting Audiences Using Segmentation and Tech-Enabled Strategies

Audience segmentation serves as a strategic approach that directs a program’s focus toward the most pivotal members of the audience, ensuring the design of an effective and efficient strategy for encouraging each segment to adopt new behaviors. 

This method allows programs to align audiences, messages, media, products, and services with the specific needs and preferences of each segment. Audience segmentation seamlessly integrates with the broader process of audience analysis, ensuring a cohesive and informed approach. 

Impact of Technology on Customer-Centric Communication

In recent years, the influence of technology on customer-centric communication has been substantial, prominently exemplified by the surge in self-service options. Customers now possess the capability to independently seek answers and resolve issues through online forums, FAQs, and chatbots.

The integration of self-service options significantly expedites issue resolution, allowing customers to address common queries autonomously, thereby enhancing efficiency. This not only contributes to efficient problem-solving but also plays a crucial role in fostering customer loyalty .

The strategic redirection of human resources to manage escalated complaints and navigate emotionally charged situations stands as a pivotal factor in enhancing the overall quality of customer service interactions.

Unlocking Potential: Technology’s Role in Shaping PR Strategies

There is an intricate interplay between technology and PR with a resounding theme—the need for agility, adaptability, and an unwavering commitment to understanding and meeting the evolving expectations of diverse audiences. Personalized communication, made possible by cutting-edge tools and platforms, takes center stage.

For the PR industry, this means a shift from traditional methodologies to an embrace of dynamic, data-driven, and digitally integrated strategies. It signifies a departure from one-size-fits-all approaches to a personalized and audience-centric ethos. 

Your success hinges on your ability to not only embrace technological innovations but to harness them strategically, enhancing engagement, fostering trust, and delivering messages with unparalleled precision.

Getting your PR strategy right requires a lot of careful planning and the right tools. Embrace technology in PR communications and discover how the right strategies can take your business to the next level.

RECENT ARTICLES

• ICYMI: Bulldog’s Top 10 most popular posts from April

As spring appeared on the horizon, April brought in beautiful weather as well as booming traffic for Bulldog, which had another record month. Our cadre of collaborators drove the clicks last month addressing topics like establishing media relations KPIs, building...

• Email marketing metrics: Key indicators for success and how to leverage them

Email marketing has become one of the most effective and efficient ways for businesses to engage with their audience and drive conversions. However, to truly master your email marketing game, it is crucial to understand and harness the power of key metrics. By...

• 4 ways digital communication tools are shaping brand narratives

In the digital age, communication tools aren't just a necessity; they're a game-changer for your brand's narrative. From enhancing customer engagement to reshaping how brands tell their stories, these tools are pivotal! Let's explore four distinct ways these digital...

THIS MONTH'S WEBINAR

Your privacy & cookies.

• (877) 445-7180

Education that goes beyond the classroom

Gain valuable knowledge to help advance your career.

In a competitive and technology-driven world, employers look for candidates who are educated and have key skills that help get business done. At Strayer University, we’re always looking for ways to teach skills that employers value as part of our bachelor’s degree programs. This combination of academic subjects and professional readiness can help you meet your personal and professional goals.

Communication

Productivity, problem-solving, results driven, relationship-building, self and societal awareness.

Embrace change and adapt effectively in a continually evolving environment. See below to learn how this skill is integrated into Strayer’s general education coursework.

Taught & assessed

With every dollar you spend, save, or invest, how confident are you that you are making the best financial decisions in today's economy? Knowing what drives the economy can help you understand all aspects of life, including jobs, income levels, consumer prices, trade, and general prosperity. In this course, you will explore key concepts of economics and personal finance. You will be equipped with the ability to leverage analysis tools, as well as economic reasoning and planning skills.

Can knowing our past really help us better understand the world today and allow us to make more informed decisions about our future? Economic forecasters, business analysts, social activists, technologists, and politicians say, "yes." In this course, you will explore key events in U.S. History and make connections to their influence and impact on society today. You will also be challenged to critically analyze information and decide what is credible and accurate so you can draw your own conclusions.

Your ability to communicate effectively is the key to connecting and engaging with a variety of audiences. In this course, you will learn about a range of communication techniques needed to deliver important information, build relationships, and meet personal and team goals. You will also improve your technological skills so you can collaborate in dynamic workplace environments.

When you’re presented with new ideas and perspectives, how do you process that information? Like assembling a complicated puzzle, critical thinking involves an inventory of the pieces, an understanding of how things do (or do not) fit, and finding a way to reach goals. In this course, you will learn how to use a structured process to evaluate information, think through issues, and determine solutions.

Listen effectively, seek and deliver information and get ideas and concepts across to others clearly and persuasively. See below to learn how this skill is integrated into Strayer’s general education coursework.

What does it take to be competitive in the modern workforce? What qualities do you have that a robot can't replace? And how can  you  take control of your own success?

In this course, we will introduce you to a set of essential skills for excelling in school, work, and life. You will explore the application of these key competencies and behaviors. Learning these skills will build the foundation for your educational journey at Strayer and your future career path.

Being an effective communicator is an essential skill for any profession. In this course, you will learn the secrets to writing, listening, and speaking with credibility in order to share your voice with the world.

Writing is a lifelong skill that helps you share your thoughts and ideas with the world. This course will unlock the writer inside you by teaching you the fundamentals for how to harness the power of your words to engage and inform. Learn how your writing can help you take a stand and how to craft a clear and targeted message for any audience.

Persuasion is a powerful tool for influencing the world around you. In this course, you'll learn how to understand, influence, and connect with your audience using your writing. You'll also learn how to research and analyze the writing of others to evaluate their credibility as well as document sources that help you make your point. Prerequisite ENG 116, HIS 110, or PSY 101.

Microcredential earned

See what needs to be done and take action to improve an existing project or start a new one. Be willing to take a leading role. See below to learn how this skill is integrated into Strayer’s general education coursework.

Introduced & practiced

Altering a recipe, planning a road trip, buying a car, and financing college—what do all of these things have in common? An understanding of numbers and how to use and interpret them. In the workplace, business, technology, and criminal justice professionals all use math. In this course, you will learn how to approach mathematics in a way that will positively inform your world. Learn how to use an easily understandable approach for basic math and algebra to create meaning and see the world in a new way.

Rather than simply doing what’s always been done, you’ll think in creative ways and generate unique ideas and solutions outside routine perspectives. See below to learn how this skill is integrated into Strayer’s general education coursework.

Scientific advancements have dramatically shaped the way we live, work, and interact as a society. Understanding how scientists think about the world can help you think more holistically about the ways that  science impacts your family, work, health, and life. In this course, you will apply concepts from the physical and biological sciences as you explore the impact science has on innovation in how we live and work as a society. The lab portion will help you develop critical thinking, scientific reasoning, and research skills that will help you become a better consumer of science.

Strategize, organize and plan to manage priorities and time effectively and efficiently. Work hard and smart. See below to learn how this skill is integrated into Strayer’s general education coursework.

Technology has transformed the way we live and work and staying up-to-date with digital tools can keep you ahead of the game. From Microsoft Office to social media to productivity tools, this course will teach you about technological tools you can use to stay organized, maximize your time, and stand out personally and professionally.

MicroCredential earned

Identify and frame problems, explore ideas and create effective, ethical, evidence-based solutions. See below to learn how this skill is integrated into Strayer’s general education coursework.

Why do you think, behave, and make decisions in the way that you do? Psychology is a human and scientific endeavor that uncovers the mysteries of thought and behavior. In this course, you will explore concepts such as learning, motivation, development, emotion, and personality and how you can use that knowledge to make smarter decisions for your future.

Sociology tells the story of us and how we are all shaped by society. In this course, you will collaborate with others to explore diverse communities and interpret sociological research that will help you better understand and impact your world.

We are becoming a globally connected world and bringing together different cultural backgrounds allow us to be more innovative and creative than ever. In this course, you'll explore various cultures and groups from around the globe and learn how to maximize diverse perspectives to improve your interactions, your work, and the world around you.

Decisions are made every day that are backed by mathematics to ensure those decisions are valid and reliable. Learn how to harness this powerful skill and apply it to real-world scenarios. This course emphasizes the applications of statistics to a variety of fields. Develop mathematical reasoning, quantitative analysis, and quantitative communication skills that will prepare you for future academic coursework and professional endeavors.

Prerequisite CIS 101 or ECO 110

Act with a sense of urgency and focus to reach outcomes and goals, without compromising integrity or quality. See below to learn how this skill is integrated into Strayer’s general education coursework.

Work effectively with others to create social networks over time. Develop successful teamwork through trust and respect. See below to learn how this skill is integrated into Strayer’s general education coursework.

Recognize, understand and manage emotions – your own and those of others. Work to build on strengths and overcome weaknesses. See below to learn how this skill is integrated into Strayer’s general education coursework.

Understand and use technologies to be productive, complete tasks, reach goals and maintain competitive advantages. See below to learn how this skill is integrated into Strayer’s general education coursework.

Start building sought-after skills today

Request more information.

Do you have transfer credits?

U.S. military affiliation

By providing your information, you consent to receive occasional special promotional offers and education opportunities by phone, text message, WhatsApp and email via automated technology from Strayer University and its affiliate Capella University. Consent is not required to purchase goods or services. You can always call us at 1.866.314.3547 .