Agility as a Business Transformation Theme

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  1 Argentina, Brazil, Chile, Colombia, Ecuador, Mexico and Peru: these are some of the leading countries in agile transformation.

  2 Today companies must be able to anticipate the needs and tastes of consumers.

  3 Knowing the channels and mastering the conversation is one of the most important growth strategies in the new normal.

  4 Agility as a Business Transformation Theme

  Argentina, Brazil, Chile, Colombia, Ecuador, Mexico and Peru: these are some of the leading countries in agile transformation.

• Today companies must be able to anticipate the needs and tastes of consumers.

• Knowing the channels and mastering the conversation is one of the most important growth strategies in the new normal.

Today, companies and society in general have seen the need to transform the way they evolve, because it is not only enough to understand the needs and tastes of consumers, but also to know their constant change and better still to anticipate to him, this through tools and technologies, as well as the channels through which consumers communicate, which is why it is important to understand agility as a subject of transformation.

The philosophy of agility can be conceived as a methodology for the development of projects, which require speed and flexibility, since this supposes a different way of working and organizing, in such a way that each project can be separated into small parts. to be able to develop and finish in a few weeks.

“Agility continues to generate a great impact on the transformation processes, providing benefits in improving the customer experience and increasing the commitment/engagement of the teams. Given the above, we see an adoption of this new work philosophy in other areas such as Data & Analytics (48 percent), innovation (44 percent), HR (32 percent) and marketing (30 percent). . These data come from a study carried out by NTT DATA and MIT Technology Review in Spanish.”

Agility as a Business Transformation Theme

Within the fifth edition of the research generated by NTT DATA and MIT Technology Review, testimonials were taken from 388 agile leaders and agile experts from seven countries. Argentina, Brazil, Chile, Colombia, Ecuador, Mexico and Peru,

According to what has been indicated, this philosophy is found mostly within a medium-high level of Latin American organizations, of which 32 percent consider that their company is at a high level of maturity when dealing with situations of uncertainty and context changes. In addition, the interest of organizations is now focused on improving this adaptation by moving towards an Agility mindset.

“Businesses must take swift action to respond to the constant changes in the market, as well as the potential consequences for their business. In this scenario, agility has become a mechanism to thrive and survive. Now the organizations in the region already understand the importance of the agile mindset and their mission is focused on going one step further, adapting it at all levels of the company: that is, making the leap from agile to agility”, highlighted Víctor León Marambio. , Head of Agility Americas at NTT DATA.

The research sought to draw an X-ray of the degree of maturity of agility in Latin American companies. Among the main findings are:
90 percent of the organizations affirm that their IT and/or software development areas have adopted this way of working, which indicates that the technology areas promote the agile philosophy in companies. In addition, 48 percent of data & analytics areas already integrate this mentality.

New areas add to the agile mindset for its benefits: 44 percent of innovation, 32 percent of HR, and 30 percent of marketing.

On the other hand, the survey detected the following perceived benefits of agility:
40 percent of organizations highlight their advantages in terms of the ability to adapt to changes in the environment.

28 percent believe that agile practices improve the customer experience.
27 percent think they increase team engagement.

The organizational culture (72 percent), the leadership style (69 percent) and the silos between the areas (66 percent) are the great challenges to integrate agility at all levels of the companies in the region. Other obstacles are bureaucratic processes (62 percent) and resistance to change (61 percent).

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