The Intelligence Business Agility is developed on four dimensions, three operational and one digital social.

H.A.I. Agility

The H.A.I. Agility (Human + Artificial Intelligence) is the ability of an organization to implement a connection between People and Intelligent Digital Assistants (D.I.A.), developing a new creative mentality that directs efforts towards common objectives capable of enhancing both contributions.

H.A.I. Agility 

Thanks to this synergy, it is possible to transform the organization from reactive (or resilient) to proactive, enabling it to anticipate the times and discover new opportunities, rather than waiting for their appearence on the market.

The three central aspects of H.A.I. Agility are:

• Smart Leadership: essential for guiding companies in the new digital context.
• Emotional Intelligence: the management of one's emotions to make them functional to the objectives to be achieved.
• Artificial Intelligence: the use of intelligent digital assistants capable of actively and passively supporting people's activities.

Organizational Agility 

The Organizational Agility is based on the creation of a proactive organizational ecosystem, developed on a complex of stable relationships that allow rapid decisions to be made in order to increase the opportunities for success.

In an extremely dynamic environment, any organization must quickly mobilize to reconfigure not only the strategy, but also the operational structure and existing relationships, with the aim of preserving the value generated and seizing new opportunities. However, the basis of the success of any agile organization is not only the improvement of performance, but, above all, the continuous creation of value for the reference market.

Organizational agility affects every level of the organization: at single team level, it allows you to continuously rethink operating methods, while at management level, it allows you to accelerate strategic choices.

This creates a network with high decision-making autonomy which leads to a growth of innovative ideas and initiatives.

Organizational Agility 

Organizational agility develops according to three fundamental aspects:

• Adaptive Portfolio, continuously validate initiatives.
• Dynamic Budgeting, allocating resources dynamically.
• Predictability, the ability to accurately define operational plans and actions.
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Technical Agility 

The Technical Agility underlies the identification and use of the appropriate technological tools, and similar techniques, necessary to innovate the company's assets.

Technical Agility

An organization aiming for market leadership must consider technology (not just digital) as a vital asset, not as a cost center against which to limit investments. This is because it is only thanks to technology that we can react quickly to market and organizational changes.

The fundamental aspect is to always use the best available, "state of the art" technology in the appropriate way.

The elements characterizing technical agility are:

• Established Technologies, use of consolidated technologies, both in reference to the specific domain and for the internal dynamics of the organization.
• A.I. Technologies, focused on the systemic integration of artificial intelligence technologies.
• Quality, which leads to extreme, almost obsessive, attention to quality.

Market-Fit Agility 

The Market-Fit Agility focuses on the ability to interpret and anticipate the needs of the market, and therefore of the reference users, in order to develop a strong effectiveness of the products and services offered.

Market-Fit Agility

Market-fit agility branches out through the following elements:

• Market Discovery, the ability to adequately read the market, as well as anticipate trends and needs.
• Brand Reputation, the ability to invest in the development of the brand thanks to the development of growing trust on the part of consumers.
• Innovative Solutions, the creation of quality services and products, capable not only of targeting user needs, but also of going beyond the evidence.