Agile projects need Agile leadership

The Agile Business Consortium has been working alongside a wide range of researchers and experts to explore the cultural and leadership factors that can help organisations become more adaptive, innovative and resilient to thrive in today’s volatile, uncertain, complex and ambiguous (VUCA) economy.

Agile thinking challenges the traditional command-and-control leadership hierarchy on which many organisations are still based, replacing it with a greater emphasis on self-organised teams that have the autonomy to make decisions and get things done. “Having decision-making capability closer to where the action happens is necessary in today’s world” explains Katie Taylor, Agile culture and leadership workstream lead. “Change is happening far too quickly for teams to be constantly referring up the hierarchy to find out what they should be doing next."

“Giving people the autonomy to make the decisions that their skills and training equip them to make is not only a faster way to work, but it’s a better way to work,” she continues. “Neuroscience has shown that humans feel less threatened when they have more autonomy. When they are not threatened, they are able to think more constructively and be more creative. By building a more Agile culture, we enable individuals and organisations to flourish.”

The Consortium has published nine white papers providing guidance on the nine principles of Agile leadership:

The nine whitepapers and Agile leadership guidelines are available to download here.

The Agile Business Consortium is a leading source of guidance on all aspects of business agility.