Business agility je jedn\u00edm z\u00a0term\u00edn\u016f, kter\u00e9 se st\u00e1le \u010dast\u011bji sklo\u0148uj\u00ed v\u00a0agiln\u00edm sv\u011bt\u011b. Agiln\u00edm sv\u011btem u\u017e toti\u017e d\u00e1vno neh\u00fdbou praktiky, metody a frameworky na \u00farovni jednotliv\u00fdch t\u00fdm\u016f (tedy po\u0159\u00e1d je pot\u0159ebujete, abyste mohli va\u0161\u00ed agiln\u00ed cestu za\u010d\u00edt), ani metody \u0161k\u00e1lov\u00e1n\u00ed neboli scalingu (kter\u00e9 po\u0159\u00e1d pot\u0159ebujete, abyste dos\u00e1hli impactu na produktu). Oboj\u00ed je popsan\u00e9, zn\u00e1m\u00e9, a nic z\u00e1sadn\u00edho se v\u00a0tomto sv\u011bt\u011b nem\u011bn\u00ed. U\u017e je to vymy\u0161len\u00e9 a ov\u011b\u0159en\u00e9 v\u00a0prost\u0159ed\u00edch mnoha r\u016fzn\u00fdch firem. Sta\u010d\u00ed se zku\u0161enostmi ostatn\u00edch nechat inspirovat, vybrat z\u00a0nab\u00eddky tu, kter\u00e1 existuje a je popsan\u00e1 a n\u011bkter\u00fd p\u0159\u00edstup aplikovat. Kdy\u017e se ho budete dr\u017eet, je velk\u00e1 \u0161ance, \u017ee budete \u00fasp\u011b\u0161n\u00ed, nech\u00e1m pro jednoduchost tentokr\u00e1t stranou p\u0159\u00edstupy, kter\u00e9 u\u017e na prvn\u00ed pohled agiln\u00ed nejsou a agiln\u00edho sv\u011bta si p\u016fj\u010dili jen terminologii. Ale ty jsou snadn\u00e9 odhalit. Nep\u0159in\u00e1\u0161ej\u00ed \u017e\u00e1dnou radik\u00e1ln\u00ed zm\u011bnu va\u0161eho fungov\u00e1n\u00ed a jen v\u011bci p\u0159ejmenuj\u00ed.<\/p>\n
Kdy\u017e tedy zvol\u00edte n\u011bco z\u00a0agiln\u00ed kuchyn\u011b, a za\u010dnete m\u011bnit jednotliv\u00e9 t\u00fdmy, jejich fungov\u00e1n\u00ed a mindset, vytv\u00e1\u0159\u00edte podhoub\u00ed pro zm\u011bnu organizace jako takov\u00e9, proto\u017ee jednotlivci, kte\u0159\u00ed jednou za\u017eili pravou t\u00fdmovou spolupr\u00e1ci, autonomii danou samoorganizac\u00ed a drive zac\u00edlen\u00edm na business hodnotu a z\u00e1kazn\u00edka u\u017e nikdy necht\u011bj\u00ed zp\u011bt do star\u00e9ho sv\u011bta, kde sice v\u0161e bylo jednoduch\u00e9 a definovan\u00e9, ale o to men\u0161\u00ed motivaci to p\u0159in\u00e1\u0161elo. Transformace na \u00farovni t\u00fdm\u016f aktivizuje zam\u011bstnance a za\u010dne zm\u011bnu kultury odspodu.<\/p>\n
Businessov\u00fd impact, kter\u00fd aplikace scaling p\u0159\u00edstup\u016f z\u00a0agiln\u00ed kuchyn\u011b p\u0159inese, stav\u00ed na zm\u011bn\u011b, kter\u00e1 se stala na \u00farovni t\u00fdm\u016f, ale tentokr\u00e1t to nen\u00ed zm\u011bna zam\u011b\u0159en\u00e1 na lidi, ale business v\u00fdsledky. Kdy\u017e ob\u011b tyto zm\u011bny d\u00e1te dohromady, vytvo\u0159\u00edte tlak na zm\u011bnu organizace jako takov\u00e9. A to jak po str\u00e1nce kultury, tak fungov\u00e1n\u00ed businessu. Vznik\u00e1 tlak na ze\u0161t\u00edhlen\u00ed organiza\u010dn\u00ed struktury (a\u017e do takzvan\u00e9 flat organizace), rozbit\u00ed funk\u010dn\u00edch \u010di syst\u00e9mov\u00fdch funk\u010dn\u00edch celk\u016f (a formov\u00e1n\u00ed men\u0161\u00edch autonomn\u00edch entit kter\u00e9 dok\u00e1\u017eou samy dodat end-to-end hodnotu), a na zjednodu\u0161en\u00ed proces\u016f a odstran\u011bn\u00ed zbyte\u010dn\u00e9 byrokracie, kter\u00e1 br\u00e1n\u00ed flexibilit\u011b a dynamick\u00e9 reakci na pot\u0159eby z\u00e1kazn\u00edk\u016f a trhu. Zji\u0161\u0165uje se, \u017ee agiln\u00ed organizace, kter\u00e9 funguj\u00ed jako adaptivn\u00ed s\u00ed\u0165 spolupracuj\u00edc\u00edch t\u00fdm\u016f, kter\u00e1 by se sp\u00ed\u0161e ne\u017e k\u00a0velk\u00e9mu tankeru s\u00a0centr\u00e1ln\u00edm \u0159\u00edzen\u00edm a hierarchickou strukturou kapit\u00e1n\u016f a d\u016fstojn\u00edk\u016f dala p\u0159irovnat k flotile mal\u00fdch lod\u011bk, kter\u00e9 samostatn\u011b rozhoduj\u00ed a funguj\u00ed, ale spole\u010dn\u011b jdou za jedn\u00edm c\u00edlem a smyslem existence, jsou daleko l\u00e9pe p\u0159izp\u016fsoben\u00e9 pro \u0159e\u0161en\u00ed komplexn\u00edch probl\u00e9m\u016f a reakce na zm\u011bny trhu.<\/p>\n
Business Agility m\u011bn\u00ed sv\u011bt organizac\u00ed tak jak jsme ho znali. P\u0159in\u00e1\u0161\u00ed jinou kulturu, strukturu a styl leadershipu. To, co jste znali, a to, v\u00a0\u010dem jste vyr\u016fstali se st\u00e1v\u00e1 nepodstatn\u00e9 a zbyte\u010dn\u00e9. Zku\u0161enosti s\u00a0\u0159\u00edzen\u00edm tradi\u010dn\u00edch organizac\u00ed jsou najednou kontraproduktivn\u00ed a stahuj\u00ed v\u00e1s zp\u011bt do star\u00e9ho sv\u011bta. Mysl\u00edte, \u017ee v\u00e1s se to net\u00fdk\u00e1? Mo\u017en\u00e1. Ostatn\u011b kolik firem si to p\u0159ed v\u00e1mi myslelo tak\u00e9. Jsme p\u0159eci \u00fasp\u011b\u0161n\u00ed, m\u00e1me nejlep\u0161\u00ed mobiln\u00ed telefon na sv\u011bt\u011b (Nokia), jsme jedni\u010dka na trhu s\u00a0fotografov\u00e1n\u00edm (Kodak), m\u00e1me nejlep\u0161\u00ed kop\u00edrky (Xerox), a m\u016f\u017eu pokra\u010dovat… Seznam je dlouh\u00fd a m\u00e1 jednoho spole\u010dn\u00e9ho jmenovatele. Organizace, kter\u00e9 v\u011b\u0159ily, \u017ee se nemus\u00ed m\u011bnit, proto\u017ee u\u017e jsou \u00fasp\u011b\u0161n\u00e9. Dnes v\u00edce ne\u017e kdykoli jindy za posledn\u00edch sto let je reakce na zm\u011bnu a schopnost se adaptovat v\u00a0z\u00e1vislosti na turbulentn\u00ed zm\u011bny trhu kl\u00ed\u010dov\u00e1. Inovace a kreativita je to, co v\u00e1s mo\u017en\u00e1 zachr\u00e1n\u00ed. Tak\u017ee jestli nechcete skon\u010dit na h\u0159bitov\u011b firem jako v\u00fd\u0161e zm\u00edn\u011bn\u00e1 jm\u00e9na, je na \u010dase se pustit do opravdov\u00e9 agiln\u00ed transformace. Zapome\u0148te na mil\u00e9 hochy a sle\u010dny, co s\u00a0v\u00e1mi budou hr\u00e1t hry a \u0159\u00edkat, \u017ee se m\u011bnit nemus\u00edte. \u017ee si m\u016f\u017eete nechat projekty, odd\u011blen\u00ed, procesy a management tak jako d\u0159\u00edv. Jestli to mysl\u00edte opravdu, bude to bolet. Ale co v\u00e1s nezabilo to v\u00e1s pos\u00edl\u00ed. Ozv\u011bte se<\/a>. J\u00e1 ned\u011bl\u00e1m transformace na oko. D\u011bl\u00e1m ty, co bol\u00ed ale funguj\u00ed.<\/p>\n","protected":false},"excerpt":{"rendered":" Business agility je jedn\u00edm z\u00a0term\u00edn\u016f, kter\u00e9 se st\u00e1le \u010dast\u011bji sklo\u0148uj\u00ed v\u00a0agiln\u00edm sv\u011bt\u011b. Agiln\u00edm sv\u011btem u\u017e toti\u017e d\u00e1vno neh\u00fdbou praktiky, metody a frameworky na \u00farovni jednotliv\u00fdch t\u00fdm\u016f (tedy po\u0159\u00e1d je pot\u0159ebujete, abyste mohli va\u0161\u00ed agiln\u00ed cestu za\u010d\u00edt), ani metody \u0161k\u00e1lov\u00e1n\u00ed neboli scalingu (kter\u00e9 po\u0159\u00e1d pot\u0159ebujete, abyste dos\u00e1hli impactu na produktu). Oboj\u00ed je popsan\u00e9, zn\u00e1m\u00e9, a nic … Continue reading “Business Agility”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[6],"tags":[272,205,200,250,38,126,103],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/1002"}],"collection":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/comments?post=1002"}],"version-history":[{"count":0,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/1002\/revisions"}],"wp:attachment":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/media?parent=1002"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/categories?post=1002"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/tags?post=1002"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}