یکی از نکات ظریفی که توجه بدان ضروری است، تعریف چابکی در کسبوکار(که آن را چالاکی نامیدیم) و تفاوت آن با چابکی در متدهای چابک(که آن را چابکی خواندیم) است. برای این منظور، تعاریفی از چالاکی در این نوشته آورده شده است(منبعی انتخاب شده که در اینترنت قابل دسترسی باشد).
برای دستیابیی به تعریف یکسان و مشترک از مفهوم چالاکی، پیشنهاد میکنم مطلب را تا آخر با دقت مطالعه نمایید.
پس از توافق بر سر تعریف، بر آنیم تا بررسی کنیم که آیا متدهای چابک، هر آن چه را که در چالاکی انتظار میرود، برای ما به ارمغان خواهند آورد.
Reference: Understanding Organizational Agility:A Work-Design Perspective, Clyde W. Holsapple, Xun Li, 2008
General, Unifying Definition of Agility:Agility is the result of integrating alertness to changes (recognizing opportunities/challenges) – both internal and environmental – with a capability to use resources in responding (proactive/reactive) to such changes, all in a timely, flexible, affordable, relevant manner.
The Components of Agility:
1-1) Strategic foresight
1-2) Systemic insight
Strategic foresight is the ability to anticipate discontinuities in the business environment and the marketplace, threats and opportunities in the extended enterprise chain, and impending disruptive moves by competitors.
Systemic insight refers to the capability to consider the interconnections between the organization’s capabilities and emerging market opportunities.
2) Responsive capabilities
2-1) Value evaluation
2-2) Coordination and Integration
2-3) Organizational Learning
Responsive capabilities to opportunities and disturbances can be classified into two categories: capability to select actions and capability to enable actions.
When relevant change is detected or anticipated, an organization faces alternatives courses of action. Good response ability requires intelligent decision making, based on insightful problem definitions and sound value propositioning skills (e.g., Dove 2005).
The capability to enable actions includes components of coordination, learning, and reconfiguration (e.g., Goldman 1995, Goldsby et al. 2001, Dove 1994, 1999, 2005).
The potential value of giving attention to a change varies across organizations in terms of relevance, significance, and priority (Chung 2006). To make good decisions as to which changes deserve responses, organizations must be capable of assessing the value of undertaking a response. The value evaluation component reflects an organization’s response capability in making decisions in pursuit of competitive advantages (Dove 2005). Systemic alertness is positively correlated with value evaluation, because systemic insight enables an appreciation of the feasibility of seizing opportunities and treating competitive risks (Sambamurthy et al. 2003).
According to the theory of dynamic capabilities, an organization’s capabilities for enabling change-responsive actions lie with their distinctive ways of accomplishing coordination, learning, and reconfiguration (Teece et al. 1997).
Coordination refers to the ability to manage dependencies among activities and resources (Malone and Crowston 2001). Incentive systems, culture, routines, regulations, or trust are examples of coordination mechanisms.
Learning includes the generation of new insights that have a potential to reshape behavior (Huber 1991), and – more broadly – alterations in the state of knowledge assets (Ching, et al. 1992).
Reconfiguration refers to the ability to adjust an asset structure, and to accomplish the necessary internal and external transformations (Teece et al.1997).
The responsive capabilities are determined by the interplay of value evaluation, coordination, learning, and reconfiguration….
Business agility is the ability of a business to adapt rapidly and cost efficiently in response to changes in the business environment. Business agility can be maintained by maintaining and adapting goods and services to meet customer demands, adjusting to the changes in a business environment and taking advantage of human resources.
Agility is a concept that incorporates the ideas of flexibility, balance, adaptability, and coordination under one umbrella.
“If you tell people where to go, but not how to get there, you’ll be amazed at the results.” General George S. Patton