Deloitte Says - The C-Suite Must Operate as a Team to Run the Business as an Agile Network

It may sound like an obvious statement, but in order for a company to thrive in today’s ultra-competitive environment, the C-Suite of every business must adapt and start working as a team.

In a study by Deloitte, they stated that as the business environment becomes more competitive and digital disruption continues organisations to become more team-centric, networked and agile. Cross-functional collaboration is essential. It may already be happening across many functional areas; however, the C-Suite are still behaving as independent C-Level functional experts and are lagging behind.

In our most recent eBook we take a detailed look at the C-Suites impact on the hyper-connected workspace and what they need to do to become more agile using the findings from Deloitte. You can read it here.

In an article written by Forbes they say that whilst the C-Suite were aware that agility was required, they did not think it was required at their level, they were not seemingly aware of the impact that managed software and services was going to have.

‘Not until it became apparent that the pace and complexity of change in the marketplace required the whole organisation to become more nimble and more innovative, “Agile software development” began morphing into “business agility” and "organisational agility." When that happened, it was obvious that the role of the C-Suite was central.'

Today, McKinsey and Company define organisational agility as “the ability of an organisation to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment.”

But why have the C-Suite been so slow to respond? What don’t they get? An article by Matthew Heusser, Managing Consultant at Excelon Development gives the top 5 reasons:

1.       Executives see agile as a team-level activity

2.       Executives receive agile training at the wrong level

3.       Waterfall hides inefficiencies from executives

4.       Leaders over-focus on one aspect

5.       Multiple, conflicting goals at the leadership level

Looking at communication and collaboration as an area of technology within a business. Again, it’s an obvious statement, but changes not just in the technology but in how we use it has meant that businesses must adopt services that allow the users to become more connected. With services delivered from the cloud and managed by service providers rather than in-house, businesses are able to adopt and maintain enterprise collaboration tools with ease and deploy them globally with little fuss. It is these tools that can help the C-Suite to move from being a silo within the organisation and allow for cross-functional teams to be created.

As a video conferencing managed service provider and systems integrator Videocall help enterprise businesses in the agile deployment of collaboration solutions, supporting all the users needs and requirements in creating cross-functional teams. Our eBook covers this as one of the topics of a hyper-connected workplace, when looking at perfect collaboration in business.

If you would like to get your conversation started on this matter then contact us on +44 (0)1276 706706, email us at information@videocall.co.uk, us one of the contact forms on the website, or drop us a message on one of the social platforms like LinkedIn. We are always happy to have a quick chat and share some of our real-world experiences.

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