The High Velocity Organization: Sensing, Deciding, and Acting at Speed

Many executives would argue that their companies are moving with speed. But new research reveals the opposite. As speed becomes more critical to survival in today's unpredictable world, most companies are actually getting slower, held back by processes, technologies, and structures that once made them successful.

This perception-execution gap around speed can make or break companies—yet most leaders don’t know how to set their organizations up for success. In The High-Velocity Organization, Suketu Gandhi, chair of the global strategic operations practice at Kearney, offers a practical solution. By combining speed of insights, decisions, and actions, leaders can increase their velocity exponentially across the organization. Gandhi introduces a five-part framework for operationalizing intelligent speed at scale:

• Build enterprise sensing capabilities that enable a company to perceive opportunities and threats.
• Break down silos to enable organizational adaptability.
• Empower agile teams by encouraging decision-making and fostering collaboration.
• Scale with intelligent automation to distribute insights, increase efficiency, expand capacity, and support decentralized execution at scale.
• Measure what matters using new metrics that determine true competitive speed in an accelerated marketplace.

Based on proprietary research and filled with detailed examples, The High-Velocity Organization explores the architecture, technology, and leadership needed to put speed at the heart of strategy and execution so that your company can stay adaptable while moving forward—fast.