Why Agile can be a game changer for managing continuous innovation in many industries

TLDR

Agile, though celebrated in software, has been slow to gain traction in manufacturing, where veteran managers trained in hierarchical systems are daunted by the cultural and thinking shifts required for continuous innovation. The study aims to dispel common myths about Agile and guide managers in overcoming resistance to adopt an outside‑in, customer‑value‑focused approach that can revitalize hierarchical bureaucracies. To address managers’ concerns, the authors examine ten prevalent myths and provide a practical description of how Agile functions in manufacturing settings. The paper shows that implementing Agile necessitates a reinvention of management roles, practices, values, and communication, and that it can rapidly drive high performance or change, preventing costly delays. The authors discuss research limitations and implications, offering suggestions for future studies and noting the study’s constraints.

Abstract

Purpose Veteran managers trained to respect hierarchical systems are daunted by the fundamental changes in thinking and culture that are required to implement the Agile continuous innovation approach to manufacturing. Though widely hailed by software developers it has been slow to catch on in manufacturing. This paper aims to address this issue. Design/methodology/approach To assuage managers concerns, ten prevalent myths about Agile are addressed along with a description of how the approach really works in practice. Findings The paper reveals that the Agile outside‐in orientation that maximizes customer value requires a reinvention of management roles, practices, values and communications to implement it. Research limitations/implications If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process. Practical implications Agile is a way of forcing either high performance or change because results are apparent so quickly, not years later when the project runs out of money and the product flops in the marketplace. Originality/value The article dispels many myths about Agile and shows managers how to overcome resistance to adopting the Agile approach, which addresses the central problem at the very core of a hierarchical bureaucracy, namely, its limited ability to innovate.