GLOBACOM telecommunications company Prototype Alfred Awonuga

Analysis of Agile Organization Structure, Process, and Job Alignment Impact on Operational Performance at GLOBACOM

“Coming together is a beginning; keeping together is progress; working together is success.” – Henry Ford Intoduction An Agile organization is like a colony of bees – a well-structured entity with clear processes and talented contributors who work effectively together. I am delighted to share how an agile organization structure, process and job alignment impact on operational performance and latest thinking on how organizations can release their full potential. This strategic analysis examines the process, practices, and structures that enable organizations to respond with agility.

Project Objectives 1. Influence of IT on operational performance at GLOBACOM 2. Investigate the influence of strategic alliances 3. Practices, methodologies, and process frameworks for improving 4. Analyses that potentially Improve agility of business process, practices and structure 5. Other growth areas, reduce costs

Why Agility Pays Agility: It rhymes with stability Companies can become more agile by designing their organizations both to drive speed and create stability

Influence of IT on operational performance

Forces Driving Organizational Agility

information management capabilities

Analytical decision support

Communication for the achievement of enhanced operational performance

IT structures effective objectives: "Achieving IT and Business Alignment: A Human Capital Management View" Fulfillment of the IT mission Customer satisfaction Productivity and performance Employee development

IT organizations share knowledge and development of skills

Business and technological change

Intelligent automation, robotics, machine learning facilitates business changes and delivers real outcomes and delivers real outcomes

The organizational requirements for delivering business value through IT Organized by process to align with business structure (for example, customer relationship management, supply chain and manufacturing) Transferred business relationship and analysis function to business organization Outsourced major components of IS organization

Result Enhanced business and process alignment improved efficiency and lowered costs Better access to technology advancements Improved cost control Agility Sourcing strategy provided resource flexibility Minimized required investment in new technologies Process organization improved business alignment