AgileIBC organizations are able to adapt and react quickly to changing circumstances. They embrace a complex and unpredictable environment by being customer-centric rather than profit-centric, adopting fast learning and decision cycles, and building a network of empowered teams and individuals enabled by technology and driven by a shared purpose.
AgileIBC helps creates a sustainable environment where resolution-teams are able to maintain a consistent pace over the long term.
AgileIBC enables leaders to create resilient organizations and sustainable processes. AgileIBC equips leaders with the tools needed to successfully grow their business, embrace agile frameworks, and foster a great organizational culture.
- These circles have a defined aim (= a description of what the circle is doing) and full authority in a domain (= what the circle has authority over).
- Circles will define roles, both to run itself smoothly and to “package” operations into meaningful bits. Any professional will fill one or more roles.
- Linking roles connect circles to other related circles. In double-linking, two professionals from one circle – the delegate and the leader – are also full members of the parent circle so information can flow between the teams and their decisions align.
- Roles with similar tasks are grouped into circles that will sometimes correspond to traditional teams (claim-management, forensic-audit, etc.) or geographical locations.
- Power is no longer concentrated, held by one or a few professionals in the management of the entity. It is distributed and equally shared by all professionals across the whole entity.
The underlying fundamental principle is to enable each professional to express his or her full potential and talents within the scope of their area of expertise (i.e. roles).