Organisational agility is critical for businesses seeking to navigate an increasingly complex and volatile environment.

Changing UK regulations meant gaming business William Hill was forced to pivot its focus to the European market. Mark Skinner, human resources director for digital at William Hill, describes the situation his company faced and their subsequent response.

“As a gaming business, William Hill has been buffeted by changing regulations. Tighter regulation in the UK has dented our business and forced us to look to Europe and the US – where betting and gambling is perceived more favourably – for future growth. So, we have had to use organisational agility to pivot our business to new markets, while still running our UK operations.

In an ideal world, we would have the luxury of time to create a new, international culture. But we have been building the engine while flying. Organisational agility has been forced on us since 2016 when we really felt the impact of changing UK regulations. We talk to our staff about the culture we are consistently striving for, a culture of continuous improvement on costs, efficiency, and effectiveness.”

Operating model transformation can be the key to organisational agility. Download our research report, ‘Transform and perform: The power of organisational agility’, to explore the experiences of 300 business leaders involved in transformation programmes.

JAMES COOPER | CLIENT DIRECTOR

James has designed future state operating models and driven transformative change in a range of public and private sector multinationals and leads Gate One’s TOM capability area. A proven problem solver, James specialises in operating model design, portfolio management, customer strategy and experience, and performance improvement.