The world is becoming increasingly uncertain and volatile - this is not just a subjective feeling, but is also reflected in data such as the World Uncertainty Index (see figure). The familiar top-down way of planning and decision-making is no longer effective today. To cope with the increasing speed and complexity, decisions in the enterprise need to be made in an agile way. Today, more and more companies already rely on agile processes and projects. But that is not enough: in order to be able to act in a truly agile manner, agile management must also be in place 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 at most companies and are often already established or being introduced. However, many organizations find it difficult to align organizational controlling in an agile manner. Classic controlling and management approaches have difficulty mapping the need for continuous adaptation because 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 high level of complexity into the company. As a result, decisions continue to be made incoherently at various levels, or not at all - so that although agile and efficient work is done operationally, overall effectiveness falls by the wayside.
The solution is an agile management system that counters 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 transparent alignment with measurable corporate goals, decisions can always be made as close as possible to the information, and yet coherently in the interests of the company as a whole.
