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What is your current Organization Structure today?
Your organizational structure enables teams in responding to changing business priorities faster. An Agile enterprise promotes non-hierarchical organization structures as opposed to rigid top-down manager-driven organization structures to empower employees in the decision-making process. This provides flexibility in an organization to quickly make any changes required in the structure to respond to changes efficiently, effectively, and productively.
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Q1

How important is it for your organization to have a non-hierarchical organization structure to deliver value to your customers?
In an agile organization, self-organizing cross-functional teams work on the same cadence and synergy to deliver value to their clients and quickly respond/adapt to any changes required on organization structure.
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Q2

Does your Organizational Structure facilitate robust communication to ensure a continuous flow of information to all employees, and that they feel valued and recognized?
In any organization, communication plays a vital role to align all employees to the organization's business objectives and make them understand the intent and purpose behind each decision. The organizational structure plays a vital role to facilitate these communications down to employees. Agile enterprises promote open communications across an organization
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Q3

How easy is it to perform a revision to the organizational structure in your organization to respond to changing business priorities?
The business environment is so dynamic with intense completion among the rivals to gain a competitive advantage in the market. This may demand quickly changing the organizational structures to enable the execution of new strategies to face the same. Organization structure should be easy to change if the situation demands to respond to such competition.​
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Q4

Does your organization structure promote clustering Teams into focus performance groups that work for a common Organization mission?
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Agile enterprises form focused performance groups within the flat structure with a shared mission across groups, this avoids teams working on siloed objectives but always integrates with organization objectives. The closer your organization to such a clustering team structure, the more agile the organization will be.

Q5

importance of collaborative leadership is it for your Organization to evaluate business priorities periodically?
An agile enterprise will quickly redirect its people and priorities towards value-creating opportunities. This strategic alignment will make the Organization focus on the most critical areas to maximize return.
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Q6

How important is it for your organization to be responsive toward addressing a business-critical priority?
Being able to quickly align resources (people, funds, equipment) to respond to a business-critical situation such as responding to a disaster, or taking up a large unplanned project is characteristic of an Agile Enterprise​
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Q7

Where a crucial go-to-market plan cannot be met, does the leadership work together with the delivery teams to evaluate the best possible options and minimize risk rather than pushing the teams to somehow meet the deadline?
When a crucial go-to-market plan is not being met senior leadership teams in an agile Organization would work together with the implementation teams to evaluate the best possible options to stagger delivery and minimize risk rather than pushing the teams to somehow meet the business deadlines.
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Q8

Is there an open and transparent work culture in your organization?
If leadership teams sufficiently trust the next level and are comfortable delegating work, share important information that is characteristic of an open culture. Similarly, staff also trust the management to make the right decisions.
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Q10

Does top management announce important business decisions and results to all staff?
Have full visibility across all the touchpoints of digital campaigns. Whilst driving engagement,  they can attribute a particular action or response back to the appropriate touchpoint.
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Q11

Do your employees have the right tools and platforms to operate flexibly?
Teams should have the flexibility to use the most appropriate tool(s) to deliver results efficiently.
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Q12

Do the right people have access to information that provides them with access to information and visibility in decision-making?
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For effective decision-making, teams must have access to relevant information.

Q13

Do your company and its people have accurate and quality data to support decision making?
Availability of accurate and up-to-date information is a critical part of decision-making for a truly agile organization. This allows employees to make informed decisions to produce the most value.
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Q14

How have you defined your processes and tools to conduct projects today and at what level of depth?
Though projects are temporary endeavors to meet a specific outcome, managing projects is a complex endeavor. It has multiple aspects to cover and report upon, including Schedule management, Cost management, Scope Management, Quality Management, Stakeholder management, Communication management, etc.
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Q15

What importance does your organization emphasize on adhering to defined processes in delivering projects on time and within budgets?
The importance of process definition and adherence in an organization can't be overstated. When it's done right, it helps every part of the business run more smoothly. It allows your team to focus on the work that matters, free from the distractions caused by tasks going off track or budgets spinning out of control.
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Q16

What is your approach to project execution in terms of time vs delivery?
Execution of projects is often tricky. On one hand the objectives and expectations of the project, on the other hand, are various types of constraints on resources. Spent resources rarely are re-used or restored. 
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Q17

How important is a continuous delivery approach to your organization in executing projects?
Continuous delivery allows you to deliver new business value or improve on existing business value faster, with lower risk. Continues delivery should be supported by tools and technology that accelerate the delivery (e.g., CI/CD pipeline in delivering software)
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Q18

At what level does the accountability of project delivery be in your organization? 
Many human interactions distill down to accountability and predictability. Project management and delivery is no exception on that subject. At what level the accountability of delivery is held in your organization will determine how agile your organization is.
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Q19

Does your organization practice agile / insight-driven execution?
  • Agile-based continuous system improvements in the delivery of services design.
  • Insights-driven businesses take advantage of data and analytics in every aspect of their products and operations and have the agility to react rapidly based on the derived insights.
  • This is critical to the way in which an organization manages and prioritizes our product roadmaps. 
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Q20

​Organizational Structure

​This section examines the ability of the organization to be non-hierarchical with flexible operating procedures where a network of teams are empowered to self-manage and make decisions too quickly to respond to market changes. The agile structure allows the organizations to quickly respond and adapt to any changes required in the organization structure.

​People & Culture

​This section examines the ability of the organization to nurture collaborative leadership and cross-functional team engagement that creates high trust and a transparent environment that could respond to external and internal changes rapidly and efficiently.

​Technology, Tools & Platforms

​This section examines the availability of organization-wide platforms used by all to monitor and report on backlogs, progress & delivery that enable the company to achieve complete & near-real-time transparency of progress, impediments & resolutions with timeframes.

​Process

​This section examines the ability of the organization to engage in incremental delivery planning, showcasing excellent collaboration and organizing within the teams. The capability to deliver incrementally would increase the organization’s ability to respond to changes faster, achieve end-to-end transparency, and engage in continuous improvement of processes & outcomes.

Is the Middle management layer empowered to make business decisions?
In Agile organizations, the middle management layer is sufficiently skilled and empowered to make important business decisions without seeking top management approval and also high trust and transparent environment at all times.
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Q9

Agility is characteristic of the broader surrounding processes and response to changing competitive landscape.

DIGITIZED ORGANIZATION

​AGILE OPERATION

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