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For organizations today, change isn’t optional. Client desires, the quick pace of development and the focused, complex business condition require business process agility. They have to settle on choices and follow up on them rapidly.
对于当今的组织而言，变更不是可选的。 客户的期望，快速的发展步伐和针对性的，复杂的业务条件需要业务流程敏捷性。 他们必须解决选择并Swift跟进。
And As the business trends come and go, the recent discipline organizations of all sizes are receiving – Business Process Agility – seems to be setting down deep roots. Business Agility is an organization’s capability to detect and react to change, rapidly and certainly, and as an issue of everyday business.
随着业务趋势的发展和变化，最近各种规模的学科组织都在接受–业务流程敏捷性–扎根了。 业务敏捷性是组织在日常业务中快速，肯定地发现并响应变化的能力。
Organizational agility is a discipline of embracing characteristics that enable to foresee and rapidly respond to changes in the inner and outside condition without losing momentum or vision.
组织敏捷性是一门拥抱特性的学科，使能够预见并快速响应内部和外部条件的变化，而不会失去动力或远见。
We don’t point the finger at you for wondering, however, can guarantee you it is no trend. If your business process is exclusively depending on demonstrated techniques and not looking at developing, your opposition will have your lunch and steal your clients while despite everything you’re still choosing which product you need to build.
我们不会指责您，但您可以保证这不是趋势。 如果您的业务流程完全依赖于已证明的技术而不是着眼于发展，那么尽管您仍在选择要构建哪种产品，但您的反对者会吃午饭并偷走客户。
Naturally, company agility isn’t something that can be embraced instantly medium-term and the increased time frame are essential. However, for organizations that need to begin with an agile business change, here are three hacks to consider for building powerful business process agility.
自然地，公司的敏捷性不能在中期立即接受，而增加时间框架至关重要。 但是，对于需要从敏捷业务变更开始的组织，这里有三个可考虑的技巧，可用于构建强大的业务流程敏捷性。
It’s easy to be diverted by an extensive list of priorities- and the regular crises and diversions that pop into business process design schedules unexpectedly. Create focus by paring down your needs to a short rundown of only three or four that completely should be finished. As you finish everything, at that point add another to your rundown.
很容易被大量的优先级转移，而且经常出现的危机和转移会意外地出现在业务流程设计计划中。 通过将您的需求缩减到只有三个或四个完全应该完成的简短清单来建立重点。 当您完成所有操作后，在此时添加另一个内容。
If you need the colleagues to get to where you need them to go- – when you need them to arrive – then you must furnish them with a reasonable and convincing vision of the future. The better your people understand your huge picture goals, the more rapidly they can settle on the correct choices for your organization.
如果您需要同事到达需要他们去的地方-当您需要他们到达时-那么您必须为他们提供对未来的合理而令人信服的愿景。 您的员工越了解您的宏伟目标，他们就可以更快地为您的组织选择正确的选择。
What steps have you taken over the most recent three years to quicken basic leadership and act rapidly on those choices?
在最近三年中，您采取了哪些步骤来加快基本领导并根据这些选择Swift采取行动？
Do you know how your analytics strategy is fixing to your business goals?
您知道您的分析策略如何适应您的业务目标吗？
How well do you manage relationships with various associations inside your biological community, and with those outside of your quick value chain?
您如何与生物群落内部的各种协会以及快速价值链之外的协会管理关系？
Associations with few teams to have mastered agile management do not genuinely understand the advantages of enterprise agility. Keeping in mind the end goal to proceed and prevail as an agile organization, the association must link execution work to the business procedure, create plans for inline scaling and exhaustive adaptive planning.
仅有少数团队掌握了敏捷管理的协会并没有真正了解企业敏捷的优势。 牢记最终目标，即继续前进并在敏捷组织中盛行，协会必须将执行工作与业务流程联系起来，创建用于内联扩展的计划和详尽的自适应计划。
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