The modern, disrupted world is hostile. The latest technologies enable new ventures to quickly enter existing markets with a new proposition, where large and long-established organisations are slow to adapt.

With many existing organisations the initial barrier to change is often complacency, where established, successful and profitable businesses believe they are immune from the threat being posed. Agility in Mind helps organisations come to the realisation that change is required and to set a vision for an agile and responsive future.

We achieve this through plain speaking, with the leadership and senior teams, reviewing current ways of working, identifying threats in the market and the expectations of current and future customers. Creating this spark is part of our engagement: without it, change will prove more difficult. We use a range of techniques, but face to face communication is the way to inspire people, so we run workshops, give talks and have one-to-one sessions.


Any established organisation that has survived up to this point has tangible value – a customer base and a line of services or products. By its very nature the intrinsic value of an organisation is built over years into existing products and services and through the experience of the team. Recognising the value in the chosen domain requires a change of thinking: it’s not the way we do things, but the things we know. People in an organisation know what is valuable. Our task is to help them see past how things have always been done and their perceived constraints, to the possibilities this knowledge and expertise brings.

Whole company

Business agility is key to change and it requires a whole-company response, not just a change to the shop window. A new, modern customer experience is clearly important, and it is not good enough to merely encapsulate old practices in new technology. It is equally important that the fulfilment of the whole customer experience meets the promises made by the initial transaction.  For example, an industrial component distributor could make improvements to the digital experience of their customers so that products can be found and bought more quickly, but if the delivery service is unable to respond quickly and reliably, the promises made through the digital experience are quickly seen as broken.

Agility in Mind, therefore, uses the agile principle of “seeing the whole”. This means that changes are not made in isolation but there is congruency in the changes made across the organisation.

Continuous improvement

Deciding to undertake a business agility transformation means a commitment to continue to respond to changes in the marketplace and meet expectations of future consumers. This requires instilling a culture that continuously seeks to improve the way the organisation works and to innovate with new products, services and ways of working.

Agility in Mind places its emphasis on people being equipped to take on future change themselves, rather than becoming dependent upon us or any other organisation.


The leadership team, more than any other part of the organisations, needs to understand the challenge and take decisive action. It is for all of them, as it will require sponsorship and communication across all functions within the organisation.

Agility in Mind supports and challenges the senior teams to recognise the need for change, identify how they will change and to present a coherent message to the rest of the organisation.

Of course, the changes you need to see may also include digital transformation and your path to business agility may be to embrace digital technology and engagement.

Sign up to our newsletter