A Virtuous Cycle
While two in three organizations report having a formal risk management process in place, only 35%
say they are proficient at detecting, evaluating and managing risk.
The correlation between risk management and organizational agility is strong. Among organizations with highly developed cultures of agility:
of organizations report that being flexible and adaptable is the
most important characteristic of an agile organization
The three biggest obstacles to effective organizational change:
1. Lack of transparency or effective employee communication
2. Lack of senior management support
3. Organizational inertia
Talent is the bedrock of organizational agility: When organizations view project and program managers as strategic talent, they are more
prepared to quickly seize opportunities.
At Agility’s Core
To be more flexible and manage obstacles more fluidly, organizations need to commit to consistent risk management practices.
Those with highly developed cultures of agility focus on training and development far more than
those with low agility:
Source: PMI Pulse of the Profession®: Capturing the Value of Project Management Through Organizational Agility, September 2015.
Survey conducted in June 2015 with 1,397 project management professionals and senior leaders around the world.
underdeveloped cultures of agility highly developed cultures of agility
0 10 20 30 40 50 60 70
project management training
program management training
portfolio management training
80% have formal risk
in place, compared to
54% at those with
69% are good
at detecting and
versus just 8%.
68% are good