A Formula to Measure Business Agility

This weekend I spent an afternoon sitting in a coffee house in my downtown Chicago neighborhood pondering what it means to be agile and how to measure it. The place was busy but I got lucky and snagged the cushy armchair next to the plate glass window in front that looks out on the sidewalk and the apartment building across the street. Watching the other patrons, looking at the people who pass by, and enjoying that burst of mental energy induced by a fine café au lait is often a good way to get inspired and be creative. 

I started with the definition of agility in business as: the ability to consistently earn profits that are 2 – 4% higher than the market average (you could call this the "agility dividend"). Agility enables companies to earn an additional 2 – 4 % because they can make a hundred small adjustments every day to reduce operating costs and increase revenues. And sometimes agility enables you to earn even more by sensing and responding quickly to opportunities for new products or services, that for a while, have terrific profit margins.

[ I do lively presentations on this and related topics - mhugos@yahoo.com ]

I decided to use this results oriented definition of agility instead of attempting to describe what agility is because we have a lot yet to discover about being agile (agility “best practices” as they say) so any description I offer now will only change later. Also, I figured that unless agility actually delivers additional profits then why go to all the trouble of being agile in the first place?

There is one caveat to this definition of agility though - true agility is self-sustaining, not self-consuming. By this I mean companies can always get a short-term boost to profit margins by cutting headcount, reducing customer service, squeezing suppliers for lower prices, and deferring repairs and improvements to infrastructure. But that is self-consuming, like spending down your bank account. It’s not agile because it isn’t sustainable; it does not create or renew; it only uses up.

So if business agility is the ability to consistently earn an additional 2-4% (and sometimes more) then what is the combination of factors that delivers this delightful state of affaires? At this point I ordered another café au lait. And as I sipped that hot, foamy, milky coffee, I looked out the plate glass window and saw a woman walking by with two big dogs; the dogs were so happy to be outside they pulled at their leashes and wanted to charge off down the street. She worked hard to keep them out of trouble.

Then I eavesdropped on a conversation going on at the table next to me. A couple of college students were discussing an upcoming organic chemistry test; one student was showing the other how to read a formula and draw out the molecular structure implied by the formula. Good coffee houses serve up a stimulating mix of impressions like this to go along with their fine fare and the resulting blend is often the source of interesting ideas.

Here’s the idea that emerged from the blend of that second café-au-lait and the impressions I just described. First of all, I think agility happens when

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