In Morgan Philips Talent Consulting‘s 2019 global talent survey, 85 per cent of business leaders said they believed the agility of their workforce was central to business success, the firm’s subsequent executive briefing in 2020 ‘Agility: Unlocking the Potential of Individuals and Teams’ projected that within five years businesses would need to operate one third faster to survive.

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Over the last 24 months, the team at Morgan Philips Talent Consulting have tracked the broad trends that have been impacting their clients and the behaviours in individuals and teams within them. These included exponential technology change, political, social and economic change and changing attitudes to work. These identified challenges have been accelerated by the unprecedented disruption of the Covid-19 pandemic.

Phil Jefferis, Development Practice Lead at Morgan Philips Talent Consulting says, “A business cannot be agile, only the people within the business can make it agile. Focusing solely on systems, processes and structures won’t get you there. It is how your leaders, managers and whole workforce think and behave that builds an organisation that can be nimble and competitive in your marketplace.”

Dr Dane Poboka, Managing Director, Morgan Philips Talent Consulting says, “What we know now is that the traditional plan and predict model of business strategy is increasingly difficult to sustain. We need to have a sense and respond approach to the business landscape we’re in and empower the individual to affect the whole. Agility as a way of working, and the ability to adapt and perform in real time will be one of the most critical factors for businesses, particularly as we come out of the pandemic.”

The Morgan Philips Agility Model was created to help address pressing challenges faced by business leaders – developing leaders that are able to flex and adapt plans to meet objectives; helping teams to see challenges as learning opportunities, rather than obstacles; and enabling individuals and teams to leverage their strengths to drive the pace of growth.

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The model takes the concept of agility, with its many ‘moving parts,’ and provides a simple yet powerful way to approach it. It breaks down Agility into three core aspects – people, performance and growth.

Jefferis continues, “Agility is a complex area that needs a roadmap. We want leaders and managers to have a reliable tool that builds a common language inside their businesses, to drive the changes they need in their people.” This means the application and insight gained by using the model can be used in a variety of different ways to unlock potential and improve performance.

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