Örgüt DNA'sına yerleşen yeni bir kavram ve marka: Örgütsel ve stratejik çeviklik (örgütsel bağlılık sistemini güçlendirmek)

Geçmiş yıllarda, liderler teknoloji yatırımları ve standartlaştırmayla müdahale etme amacıyla maliyetleri azaltarak ve etkinlik yaratarak çalışıyorlardı. Bir zaman bu strateji avantaj yaratmıştı, fakat esneklikten taviz verilmişti. Sürekli değişimlerin ortasında kalan ve ayakta kalmak isteyen şirketler iş kaynakları içerisinde stratejik/ operasyonel çevikliği oluşturma, standartlaştırma ve esnekliğin doğru dengesini bulmalıdırlar. Bu hedefe ulaşılmasında çeviklik, stratejik yönetim, örgüt tasarımı, insan kaynakları yönetimi, süreçler ve teknoloji ile bütünleştirilmesi, sürdürülebilir rekabetçi avantajın kaynağını oluşturacaktır. Stratejik düzensizlikler iş modellerindeki değişimi çağrıştırır. Fakat zaman içerisinde etkin firmalar doğal olarak artan kararlılıkla iş modellerinin geliştirirken aynı zamanda bunları katılaştırırlar. Bu karşıtlığın çözümü örgütlere daha atik yapacak üç temel yapabilirliğin geliştirilmesiyle kolaylaşır: stratejik duyarlılık, liderlik birliği ve kaynak akışı. Düşüncelerimizi organize etmede üç stratejik boyutu temel aldık, iş modellerimizi yenilemede firmaların yapabilirliğini geliştirmek, liderlik eylemlerine karşılık gelen yönleri geliştirmek bu çalışmanın ana çatısını oluşturmaktadır. Örgütlerin yaşadığı değişimler ve bu değişimlere verilen tepkinin hızı ayakta kalmak ve rekabetçi avantajı sürdürmekle doğru orantılıdır. Bu orantıya en büyük katkı ise örgütün çevikliği ve bu çevikliğin çalışanlarına yetkinlik açısından yansımasıdır. Çalışanların sahip olması gereken önemli yetkinliklerinden biri gelecekte değişime verdiği hız ve değişimi yönetmedeki becerisi olacaktır.

A new concept and brand making inroods into organizations DNA: Organizational and strategic agility(empowered organizational immunity system)

In the last decade, business leaders have worked to create efficiencies and cut costs through surges in technology investment and standardization. For a time, this strategy created advantage, but it also sapped flexibility. In order to survive and thrive amid constant change, companies must reclaim the right balance of standardization and flexibility and build strategic and operational agility into their business foundations. To achieve those goals, agility must be built into an organization s very foundation from strategy to design, people, processes and supporting technology. Strategic discountinuties and disruptions usually call for changes in business models. But, over time efficient firms naturally evolve business models of increasing stability and therefore rigidity. Resolving this contradiction can be made easier by developing three core meta-capabilities to make an organization more agile: strategic sensitivity, leadership unity and resource fluidity. To organize our argument we borrow the three main dimensions of the strategic agilty framework presented in our earlier work, and develop corresponding vectors of leadership actions, each of which can enhance a firm s ability to renew its business models.

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