The benefits of agile are by now well known. Under agile development methodologies, IT organizations and product developers cocreate products and services with the business, rather than simply collecting feature specifications and throwing them back over the wall, as would happen under the waterfall development model. Teams can experiment with minimally viable products, test and learn from those prototypes, and ultimately deliver new software features and products in days or weeks, not years. Based on our observations of leading-edge adopters, quick codevelopment of products and collaboration among highly skilled IT and business professionals can happen on a broader scale when companies take steps to remake their operating models and organizational structures, focusing in particular on these four principles.
Authors: Gerard Speksnijder, Santiago Comella-Dorda, Swati Lohiya
Source: McKinsey Quarterly
Subjects: Change Management, Management
- A Quick Introduction to Agile Management
[Archive.org URL] - Adam Pisoni [Archive.org URL]
- Agility: It Rhymes with Stability [Archive.org URL]
- Competing Through Organizational Agility [Archive.org URL]
- Going From Fragile to Agile [Archive.org URL]
- ING’s Agile Transformation [Archive.org URL]
- Ioannis Ioannou [Archive.org URL]
- Joe McCollum [Archive.org URL]
- Michael J. Arena [Archive.org URL]
- Peter Jacobs [Archive.org URL]
- Picking Up the Pace: The Intersection of Strategy and Agility [Archive.org URL]
- The Agility Factor [Archive.org URL]
- The Five Trademarks of Agile Organizations [Archive.org URL]
- Why Agility Pays [Archive.org URL]
- Why Companies Get Agile Right—and Wrong [Archive.org URL]
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