LIVERPOOL AGILITY MODEL The Agility Centre The Management School
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: