You have been playing with the idea for a long time more agility in your company bring to? Do you want to know how agility is structured? Here is a guide to what to look out for if you want to introduce an agile business organization.

5 pillars for agile business organization

Agility arises from the realization of 5 important dimensions. If you observe these measures, an agile business organization can be implemented much more easily in your company. Or they make it through to lead even more agile .

Target image

In order to introduce agility and, in particular, an agile company organization, a vision is required first of all. What should be changed? Just project or product management or the entire company? As a manager, you should therefore ask yourself to what extent the company should become more agile. This applies above all to the areas of personnel management, the corporate culture and many structures within the company. A transformation can only take place successfully with a clearly defined target image.

organization structure

Agility in the organizational structure of companies primarily means moving away from internal focus. Instead, the strategy should be aligned with the customer. The aim is to think from the customer’s point of view in all areas. Above all, this means striving to maximize customer benefit. To achieve this, networks must be formed within the company or cross-functional teams must be used. In this way it can be ensured that the focus is on the customer as the focus. For company management, this means throwing conservative approaches overboard and being open to new ideas.

Process cycles

Traditionally, projects are usually planned according to a waterfall scheme. In order to introduce an agile organizational structure, however, a rethinking must take place especially at this point. Because here too, the focus should be on the customer. For this, the planning of processes and projects should take place in small steps. Short-term achievable goals instead of month-long meetings to plan a five-year plan. With the help of procedural models such as Scrum results can be presented to the customer more quickly and closer cooperation promoted. The high level of personal responsibility that arises from this also encourages employees to feel obliged to achieve the best possible results.

Personnel management & management tools

In order to best serve customer needs, the attitude of executives also plays a decisive role. Instead of exercising authority, completely different skills are required for an agile organizational structure. It is not the teams who work towards the leader, but rather the management sees itself much more as a supporter. So she gives herself to the service of the employees in order to enable them to realize the best possible customer benefit. Other management tools are also required for this. Managers have to learn to hand over tasks and the associated responsibility and transfer them to their cross-functional teams. This can take place, for example, in the form of greater involvement in recruiting processes or by transferring responsibility for employee development. So also more dialogue and feedback and less exclusion from human resource decisions. Because in this way, too, the customer benefit can be visibly increased.

Corporate culture

Ultimately, the corporate culture also plays a decisive role in the agile organizational structure. Here, companies have to develop more transparency, dialogue, trust and open to constructive criticism. Promoted knowledge transfer instead of restrictive company rules, standard specifications and exclusion from decision-making processes. A reduction in safeguards, acting at eye level, respect and openness to change ultimately make it possible to react more agile and adaptable to changed framework conditions. An essential characteristic for an agile organizational structure and a decisive competitive advantage when competing with other companies.
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I blog about the influence of digitalization on our working world. For this purpose, I provide content from science in a practical way and show helpful tips from my everyday professional life. I am an executive in an SME and I wrote my doctoral thesis at the University of Erlangen-Nuremberg at the Chair of IT Management.

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