BCG conducted in-depth research with 127 companies worldwide regarding their experience with agile. Almost all (94%) had embarked on agile initiatives, and two thirds (66%) claimed successful agile transformations. But when we asked which agile practices they applied and what outcomes they achieved, we found that only about half (53%) could be considered truly agile, realizing their transformation targets and creating lasting change in their culture, ways of working, and ways of teaming.
The other half (47%) wrongly believe that they are agile. But in fact, they are operating under the illusion of agility: they have adopted the agile practices and are claiming some success, but they are not reaping the benefits of improved performance in the form of higher productivity (15% to 20% reduction in delivery costs), faster time to market (two to four times faster product delivery), and greater financial benefits (twofold increase in total shareholder return).
Why do companies fail to reach the full potential of agile ways of working? And what can they do to become truly agile and reap the benefits?
Authors: Benjamin Rehberg, Erik Lenhard, Jaap Backx, Michael Grebe, Nicolas Hunke, Nina Kataeva, Valerio Gardelli
Source: Boston Consulting Group (BCG)
Subjects: Best Practices, Management
- A Quick Introduction to Agile Management
- Adam Pisoni
- Agility: It Rhymes with Stability
- An Operating Model for Company-Wide Agile Development
- Competing Through Organizational Agility
- Going From Fragile to Agile
- ING’s Agile Transformation
- Ioannis Ioannou
- Joe McCollum
- Michael J. Arena
- Peter Jacobs
- Picking Up the Pace: The Intersection of Strategy and Agility
- The Agility Factor
- The Five Trademarks of Agile Organizations
- Why Agility Pays
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