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The New Normal – AO Concepts and Patterns of 21st Century Agile organizations

The AO hypothesis is that what we call “Agile” is a dynamic in a system called an organization. An Agile Organization is allowing high efficient interactions of people leading to better responsiveness to threats or opportunities.

To ensure such dynamics, the AO model is proposing five areas:

  • Structure is not Organization
  • Organization allowing Agile Dynamics
  • Five transition phases to full Agile Organization
  • Five metrics, the five experiences; enterprise experience, organization experience, people experience, customer experience, and system experience.
  • Five work areas: the platform, the Plexus, Programs, Projects, and Swarms

These tools will help coaches, managers, and leaders to design a proper engaging “alliance” with all stakeholders of the organization.

AO is an answer to the anthropomorphic organizational model or organic working model where all the actors are engaged in a shared purpose.

About the Author(s)
Pierre Neis

Pierre is a French-German agile coach and organizational designer. His international career brought him to investigate and experience new models or work in various organizations from software development to finance, from Government to manufacturing. The Kaizen and Lean background lead him to read organizations from systems thinking perspective, and so does agile from him. Culture and people matters are his motto and are one of the keys he uses to read global organizations on their way to more innovation and responsiveness. Five years ago, Pierre created a program for Agile coaches, managers, and HR people decoupled from the methodology perspective to have professional coaches having the ability to tackle globalization issues. Pierre’s business engagement and that program generated a tremendous amount of documentation. That documentation is now consolidated in AO.

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