How to make the whole organization Agile

Abstract

Purpose – The author has traveled to leading organizations that have developed and implemented a set of goals, practices and values that were better suited to the emerging marketplace of the 21st Century. Design/methodology/approach – He observed that the workplaces they create are different. They are highly interactive and can mobilize vast ecosystems of partners and customers, enabling them to achieve massive scale without sclerosis. Findings – His conclusion: The managers are not just tinkering with obsolete practices that are increasingly irrelevant and ineffective. These organizations have been creating something fundamentally different: a culture of agility. Research limitations/implications – Research involves preliminary field observations. Practical implications – He describes in detail how established organizations can make the transition to an Agile process and culture. Originality/value – This article offers step-by-step advice and a case study on how to become a truly Agile company.