LIVERPOOL AGILITY MODEL · and invest on resolving them. 23-46 your survival may be down to “luck”, so immediate and serious attention is needed to avoid failure. attend issues

LIVERPOOL AGILITY MODELThe Agility Centre

The Management School

Background

■ Philosophy

■ Approach

■ Method

PhilosophyWhat is AGILITY, and why?

Ø It is an organisational philosophy for facing uncertainty in the business environment of the firm through continuous adaptation, transformation and improvement.

Background

■ Philosophy

■ Approach

■ Method

PhilosophyOur perspective: Achieving a degree of Agility to correspond with the degree of change & uncertainties in the Organisation’s Business Environment

Setting a degree of agility contingent to the B.E

Background

■ Philosophy

■ Approach

■ Method

Approach

The framework designed and developed to assist firms, particularly SMEs, to implement an agile-based approach to realise sustainable growth.

ReduceOperating

Costs

Create New

Markets

Increase Capacity

Background

■ Philosophy

■ Approach

■ Method

Method

Ø Identify the needs of the firm

Ø Develop tailored solutions,

The OnlineTOOL

GO to LINK:https://ruc-aps.eu/online-organisational-agility-assessment-tool/

ORhttp://liverpool.microz.co.uk/

ØClick Register on the top right cornerØRegister your detailsØStart using the tool by clicking on "Add

new" from the main dashboard

CAPABILITY ANALYSES

STRATEGIC OPTIONS

TARGET CAPABILITY

EVALUATE

SUSTAIN

IMPLEMENT

PLAN

ASSESSMARKET

LEADERSHIP

CUSTOMEREXPERIENCE

IMPACTMARKETTRENDS

BUSINESSTURBULENCE

SELECT

TEAMS

TOOLS

KPI’s

TRAINING

SIXSTEPS

COMPANY PROFILE

AGILITY AUDIT TOOL

Prepare and get a first impression

of the company

ONLINE LAM will give you

ideas, reports, food for thought,

etc.

Get to work by bringing people and resources together +HELP

from us/FEDACO

VA

SCORE RANGE INDICATION

92-115 YOU ARE DOING WELL.YOU DO NOT NEED TO DO MAJOR ACTIONS, BUT SHOULD KEEP THE

STRENGTH UP AND GOING

70-91 THERE ARE AREAS OF VOLUNERABILITY, HENCE THE NEED FOR TAKING A CLOSER LOOK AT YOUR BUSINESS.

FIND OUT AREAS IN NEED OF ATTENTION; WORK ON THOS AREAS IN A STRCUTURED WAY

47-69 SOME CONSIDERABLE ATTENTION IS NEEDED TO PUT THE COMPANY BACK IN CONTROL.

YOU NEED TO MAKE SERIOUS ATTEMPT AT IDENTIFYING THE KEY ISSUES AND INVEST ON RESOLVING THEM.

23-46 YOUR SURVIVAL MAY BE DOWN TO “LUCK”, SO IMMEDIATE AND SERIOUS ATTENTION IS NEEDED TO AVOID FAILURE.

ATTEND ISSUES SERIOUSLY AND CONSIDER CHANGING THE WAY YOU DO BUSINESS. SEEK ASSISTANCE FROM OUTSIDE SOURCES.

Agility Audit Too

Step 1-1Market Leadership

Step 1-2Market Trends

Step 1-3Customer Experience

Step 2BUSINESS ENVIRONMENT UNCERTAINTY

Step 3SWOT

TURBULENCE FACTORS

T11....

TMN

CAPABILITY AREAS

HIGH LEVEL BEST

PRACTICESBP1

.

.

.

.

.

.

.BPN

PRODUCT

PEOPLE

PROCESS

OPERATIONS

ORGANISATION

GRO

WTH

TAC

TICS

RECOMMENDED SET OF ACTIONS FOR THE

COMPANY TO CONSIDER

Step 4FOCUS WorksheetPROCESS

Product People Process Operations Organisation

GROWTH Tactics

Turbulence Factor ê

Feat

ures

Des

ign

Tech

nolo

gy

Skill

Man

aged

Cultu

re

Des

ign

Tech

nolo

gy

Supp

lier

Man

agem

ent

Plan

ning

& C

ontro

l

New

Pro

duct

Dev

.

Cost

ing

Mar

ketin

g &

Sal

es

Stru

ctur

e

Man

agem

ent

Partn

ersh

ips

Loca

tion

Step 4FOCUS Worksheet

WORKSHEET

Step 4FOCUS Worksheet

Step 5GROWTH Direction

Step 6IDENTIFIED areas for ACTION

RECOMMENDED SET OF ACTIONS FOR THE

COMPANY TO CONSIDER

Criteria for decision1. HOW CRITICAL IT IS; 2. CAN YOU CONTROL IT; 3. RISKS IN DOING SO; 4. DIFFICULTY/COMPLEXITY; 5. RESOURCES NEEDED; 6. HOW LONG DOES IT TAKE; 7. EXPECTED ROI

AREAS OF STRENGTHS (CAPABIITIES)

AREAS OF WEAKNESS (CAPABIITIES)

FINAL LIST of

ACTIONSto follow

Final decision on actions to take

Contact us if you have questions or think we can help you further:

agility@Liverpool.ac.uk

Orh.Sharifi@Liverpool.ac.uk

O.K.Shoukry@liverpool.ac.uk