AGILITY

UNDERSTANDING PEOPLE
USING SCIENCE
UNLOCKING POTENTIAL

The concept of "agility" is almost ubiquitous in business. It can refer to work structures, occupations, aspirations, or a set of behaviours. The vast majority of leaders have already recognised the need for greater agility in their organisations. And while it can provide significant support for the efficiency of systems and structures, one of the biggest challenges they face is encouraging their employees to do the same. Both individuals and entire teams often struggle to fully accept the changing environment and challenges presented by the new world of work.

BUILDING AGILE AND RESILIENT TEAMS, AT PACE

It is no secret that people set the pace at which organisations develop. Culture and leadership play a key role in their success, making the most of market conditions. Therefore, an agile set of behaviours is required from those who shape and guide implementation of organisational strategy.

The t.Frame model includes a set of behaviours that support effective actions and ensure the achievement of business goals. At the heart of our competence model is Agility, which determines the effectiveness of actions undertaken in a world undergoing constant change.

We define agility as the ability to understand oneself and others, flexibility in action, resilience to change-related stress and new challenges, changing conditions and an evolving business environment.

The Morgan Philips Agility model takes three dimensions into consideration: People Agility, Performance Agility and Growth Agility.

AGILITY:
UNLOCKING
THE POTENTIAL OF
INDIVIDUALS AND TEAMS

Download our Agility Executive Briefing

MORGAN PHILIPS’ THREE DIMENSIONS
OF AGILITY

People

Do you know yourself well enough to regulate your own emotions, leverage your strengths and cope with personal limitations?

Agility in the People dimension is defined as an awareness of the possibilities and emotional states of oneself and others, as well as acting with empathy and understanding to achieve goals through harmonious cooperation.

Performance/
Resiliance

Are you in control of stress and emotions in difficult situations? Can you maintain confidence and a positive attitude?

The Performance/Resiliance dimension relates to coping with pressure, being stress-resistant and flexible. It is the ability to tailor plans to objectives and maintain high efficiency under pressure, while at the same time being result-oriented.

Growth

Are you open to learning from experience and looking for ways to improve your performance?

An attitude aimed at acquiring new knowledge treats challenges as opportunities for learning, and mistakes as part of development. It means cultivating openness to personal and organisational changes, and curiosity about what they might bring. It is a willingness to make improvements and optimise your own actions.

It involves dealing with pressure, being resilient and flexible. The ability to tailor plans to objectives and maintain performance under pressure while delivering results.

ASSESS YOUR
TALENT AND
ORGANISATIONAL
AGILITY

A new world of work requires a new set of competences. Employees need to respond actively and effectively to the changing business environment. Agility is an attitude that determines the talent development strategy in the organisation and is the key to success in a rapidly changing world. The Morgan Philips Agility model helps to assess and measure employee agility in various development projects, such as team workshops and coaching programmes.

Agilit. selection report Agilit. development report