11
04
FROM LAME DUCK TO
AGILE PERFORMER
Clustering of the investigated companies within a performance matrix also shows:
In today’s competitive environment, success is difficult
if not impossible without the agile routines.
FOUR COMPANY CATEGORIES
PERFORMANCE
Get agile
to sustain
performance
5%
ENDANGERED
PERFORMER
36%
AGILE
PERFORMER
Get support to
sustain agility and
performance
Get agile to
catch up
30%
LAME DUCK
29%
TRACTION SEEKER
Get focused on
doing the right
things
By classifying organizations along the axes of agility and performance, four categories emerge:
AGILITY
ENDANGERED PERFORMERS: Five percent of the companies
in our sample were able to achieve above-average success
despite having low agility; their performance belies their
capabilities. The small number of firms in this category
suggests that in the current market environment, good
performance is very difficult to achieve w thout the agile
routines. The companies in this category urgently need to
take action: they should implement as many of the routines
as they can to shore up their success over the long term.
LAME DUCKS: About one-third (30%) of the companies investigated
scored low on both agility and sustained performance.
Companies that fall into this category should take a closer look
at the agility factors and figure out how they compare with
competitors. This will reveal the likely hotspots that the company
should address first to become more agile and draw level
with competitors.
TRACTION SEEKERS: Just under a third (29%) of the firms
have above-average agility scores, yet still perform lower than
expected (and no doubt lagging behind on their own expectations).
It is important to investigate exactly how the company
codifies and practices agility. For example, is it focusing on
the wrong things and putting too much energy into activities
that have little or no impact? The analysis reveals pointers on
how to leverage agile action into specific advantage, and which
measures can help to make this happen.
AGILE PERFORMERS: 36% of the companies investigated
showed above-average performance and agility. As Agile
Performers, they are at the same time “best practitioners”
acting as role models for other companies in their
environment. The goal for these players is not to lose their
leadership, but – with appropriate support – to continue to
leverage their high agility as a success factor.