Cruise from Personal Agility to Organizational Agility


By Raji Sivaraman, M.S, PMI-ACP, PMP, PMO-CP
Principal of ASBA LLC, Singapore/USA,
Adjunct Professor, Feliciano School of Business, Montclair University, USA,


Michal Raczka, MBA, PMI-ACP, PMP, CISA
IT Strategy Vice Director at mBank S.A.
Warsaw, Poland



The aim of this paper is to show how the authors’ Personal Agility (PA) Lighthouse model; PA Lighthouse ™ is most germane in terms of the entrepreneurial and organizational element.  Specialist focus on practice regimes, planning and psychology of effective skills development relevant to self-evaluation and self-reflection alter courses as and when appropriate. Techniques relevant to resolution, negotiation and identity expansion for growth into the organizational agility space are touched in this paper. From a philosophical and practical perspective, the authors’ explore how the PA Lighthouse ™ might foster an approach to the idea and practice of professionalism. Whilst drawing from the agile mindset to inform aspects of preparation and practical skills development, the authors cruise through general extensions of motivation and building flexibility as the voyage travels from Personal Agility (PA) to Organizational Agility (OA). The authors’ journey implies the methods and approaches to go from where you are to where you want to be as the deliverable.

Keywords:  Personal Agility, Organizational Agility, Cruise, OKR, R&D, IDL


The authors are going to attempt to guide the readers through a cruise from Personal Agility (PA) to Organizational Agility (OA). The business imperatives to attain organizational goals in the authors’ mind is when multi-faceted competencies are instituted. These alone according to the authors may not suffice. Exhibit 1 from the 2017 Baltic Project Management conference (Raji and Michal, 2017)i shown below illustrates the seven agility flavors to gain competitive advantage.

The authors have pondered over the ‘whys’ for the bumpy ride of the transformations in the agile/digital paradigm shift. McKinsey’s Aaron De Smet and Chris Gagnon (McKinsey & Company, 2017)ii explain what is driving organizational agility, why it matters, and what to do in their article “Going from fragile to agile”. They talk about value, integrity, collaboration and excellence. All of these are true indicators for convergence of markets as is a well-designed personal agility that needs to flow through to organizational agility. Therefore, if you want to make any kind of transformation in your company it is a good idea to reach a state of organizational agility and this can be made possible through the honing of the seven Personal Agility model at all levels.

Education Agility

In the authors’ context, education agility is to do ‘role-playing in companies’ (Etu.ie, 2017)iii, getting the feel of the pain points of the person sitting in a different chair and doing the roles that does not necessarily fall into your daily routine. Organizations learn and feel the new trends of business models in order to disrupt themselves. The question then is; what your core business (daily routine) is, and what could disrupt your core business? Does an organization have the ability to adapt? Put your organization into a disruptor’s shoes. Does an organization have the ability to experiment with new business models or innovate them? Thus when simple questions such as these get answered, then organizational agility is originated from the ability to adapt to changing environments or the ability to disrupt businesses. Especially now that it is very valid when the “digital era,” will soon replace the information age as quoted in the Disrupt or get disrupted by the “digital era”! (Forbes.com, 2017)iv

All industries are affected. Innovative breakthroughs in technology, medicine, transportation, machine learning are transforming, will all continue to transform the world we live and work in. Organizations and leaders when prepared can easily adapt to the “digital era”. Getting the feel of the pain points on a personal level can be achieved through mentoring with people who already exist where we want to be. On an organizational level this can be achieved using benchmarking with already disrupted industries in the current playing field. At another personal level we should also be aware of T-shaped (Wladawsky-Berger, 2017)v people. At an organizational level it can be achieved through networking with other industries or creating subsidiaries to learn the new business models. We could call it the T shaped Organization!


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About the Authors

Raji Sivaraman

Singapore / USA

Raji Sivaraman
, MS, PMI-ACP, PMP, PMO-CP, Principal of ASBA LLC, a Singapore citizen, helps USA/Singapore companies with strategic planning/overseas startups. She speaks several languages. Worked in Singapore, Thailand, India and the USA. She helps fortune 50/500 companies with CSR/BSR projects. She is a Consultant, Director, Strategic Advisor and an Advisory Board member for non-profit organizations. She has worked in IT, publishing, financial, standards and logistics industries. She is an Adjunct Professor at Montclair University, USA. She is a Researcher, Author, Contributor to Project Management books, published articles, research and white papers internationally. She is a global facilitator, keynote speaker, discussant. An Academic chair, Moderator CXO Forum and a panelist. She is an Agile practitioner with a Master of Science Degree in Project Management. She has held leadership positions with the Project Management Institute at the chapter/global level and conducts workshops around the world. In a nutshell, she is a Pracademic..LinkedIn: /raji-sivaraman ; Twitter: @RSNOLA;  Website: http://agilitydiscoveries.com;  Email: [email protected]


Michal Raczka

Warsaw, Poland



Michal Raczka, MBA, PMI-ACP, PMP, PSPO, AgilePM, CISA, is a project management expert, experienced in new technologies & digital leadership fields. Currently, he is the IT Strategy and Project Management Vice Director at mBank S.A. He is also a project management lecturer at the Executive MBA programs. He has conducted several organisational changes involving the optimisation of project management methods and agile transformations. Always keeps Team in the centre. Value and results focused with lean and agile approach. Individual with proven achievements in project & business management, process improvement and team leadership. Experienced in managing geographically distributed, multi-disciplinary projects and customer teams. Experienced in project excellence awards assessments. Conference speaker. Strategic Advisor. Lecturer. Volunteer. Mentor.  Follow Michal at LinkedIn: /mraczka; Twitter: @mraczka; About Me: /michal.raczka;  Website: http://agilitydiscoveries.com

Email:  [email protected]