Agile transformation is an extremely challenging objective since it requires a huge mindset shift in every part of the organization. It is highly possible to face with some gravitational forces arising from cultural aspects during this journey.
The following drivers defined for the national cultures by Geert Hofstede play an important role for the enterprise agility efforts (http://geert-hofstede.com/):
- Power Distance (PDI)
- Individualism versus Collectivism (IDV)
- Masculinity versus Femininity (MAS)
- Uncertainty Avoidance (UAI)
Cultures with relatively low PDI and UAI scores, and high IDV and MAS scores are defined with the following statements and therefore seem to be more suitable for agility and innovation:
Low PDI: “Hierarchy is established for convenience, superiors are always accessible and managers rely on individual employees and teams for their expertise. Both managers and employees expect to be consulted and information is shared frequently. At the same time, communication is informal, direct and participative.”
Low UAI: “In work terms this results in planning that is not detail oriented – the end goal will be clear (with high MAS) but the detail of how we get there will be light and the actual process fluid and flexible to emerging and changing environment. Planning horizons will also be shorter. Most importantly the combination of a highly individualistic and curious nation is a high level of creativity and strong need for innovation. What is different is attractive!”
High IDV: “In the business world, employees are expected to be self-reliant and display initiative. Also, within the exchange-based world of work, hiring and promotion decisions are based on merit or evidence of what one has done or can do.”
High MAS: “Employees are most motivated when they are fighting in a winning team against their competitors. The expression of high MAS is the drive for excellence and perfection in every aspect of life. Performance is highly valued and the society will be driven by competition, achievement and success, with success being defined by the winner / best in field.”
In any organization, measuring these drivers and trying to shift them to the right directions mentioned above will result in smooth and seamless transition to agility. Founding a trust environment for lower hierarchy, more direct communication and feedback, and giving a chance to uncertainty for responding to change and avoiding long term planning fallacies might be a good start for the enterprise agility.