BUILDING AGILE
AND RESILIENT
PEOPLE AND TEAMS

WHY

The unpredictability and variability of the business environment means that only agile organisations that respond quickly to the new market reality are able to remain competitive. Building an agile organisation is largely based on strong leadership, which in turn is grounded in agility and resilience.

HOW

Agility as it is understood within the Morgan Philips model is a set of skills that can be systematically strengthened and developed. Our scientifically validated Agility model and the development and diagnosis tools it informs indicate the traits that are necessary to succeed in the current changing and dynamic world. Our understanding of Agility is strictly behavioural and focuses on specific behaviours that enhance the growth of skills and competences. We believe that the potential of employees to make changes affects the organisation's ability to adapt to changes and ensures that the most ambitious goals are met.

WHAT

The Morgan Philips Agility model consists of traits described through three agility clusters: People, Performance, and Growth. The People cluster is based on the assumption that agile teams thrive on proactivity and effective cooperation, which ensures an empathetic approach and effective resolution of conflict situations. The development of Performance increases the resilience that is needed to cope with pressure and rapidly changing goals, and renew emotional resources. Growth enables effective learning and drawing lessons from the past for present and future action. All of these traits, coexisting together, contribute to better results for teams and organisations, as well as ensure they can achieve their business goals.