The world is becoming increasingly uncertain and volatile - this is not just a subjective feeling, but is also reflected in the data, such as the World Uncertainty Index (see figure). The usual way of planning and making decisions top-down is no longer effective today. In order to cope with the increasing speed and complexity, decisions must be made agilely in the company. More and more companies are already relying on agile processes and projects today. But that is not enough: in order to really be able to act agilely, there must also be agile control for the strategic and operational decisions of the company.
Source: https://worlduncertaintyindex.com
Agile control system for continuous, rapid adaptation to market changes
Approaches for agile processes and projects at the operational level are now known to most companies and are often already established or being introduced. However, many organizations find it difficult to align organizational control in an agile manner. Classic controlling and management approaches can hardly reflect the need for continuous adaptation, as they are focused on efficient planning and implementation. New, more agile methods such as OKR (Objectives and Key Results) supposedly provide a remedy here, but in turn bring a new level of high complexity to the company. The result: decisions are still often made incoherently at various levels, or not at all - so that although work is carried out agilely and efficiently at the operational level, overall effectiveness suffers.
The solution is an agile control system that meets complexity with the greatest possible simplicity and can be used stringently “from the CEO to the intern”. By means of a clear procedure, easy-to-use methods and tools and a transparent orientation towards measurable company goals, decisions can always be made as close as possible to the information, and yet coherently in the sense of the company as a whole.
