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.

Citation

Denning, S. (2015), "How to make the whole organization Agile", Strategy & Leadership, Vol. 43 No. 6, pp. 10-17. https://doi.org/10.1108/SL-09-2015-0074