Whether a decision was right or wrong often emerges later on. And it’s always easy to talk after the event, isn’t it? How often have you thought: If only I had known this earlier? In the decisions we take, our intentions are usually good: we want the best for our teams and we want the best for our organisations. But the politics inside organisations mean that people often do not dare to open up; they provide – sometimes against their better judgement – selective information. Information that you base your decisions on and for which you are responsible.
What if, for all the decisions made so far, you’d have had truthful information in advance? If the reality were presented to you, including all the associated uncertainties, would you have taken different decisions?
Agile Sensing ensures that employees within (complex) organisations dare to share their experiences within a(n) (agile) transition anonymously and that these stories are powerfully visualised in an easy-to-use dashboard. This information, which can be traced and evaluated in detail, enables people to lead their organisation according to reality and not based on desired responses – in order to address risks that are apparent on the floor but have previously not been seen.
This make it possible to anticipate growth points or bottlenecks more quickly and allows the right decisions to be taken more frequently. It also increases the acceptance within the organisation because employees’ experiences are actively included in decision-making processes.
So, with Agile Sensing, not only do you create an agile organisation, you also build an organisation to which people are eager to contribute.