According to John Dobbin, Co-Founder of Infagility, ‘Agility’ has become a buzzword.
Based on the success witnessed in digital teams, many companies are now striving to make their entire organisations ‘agile’. Every major management consultancy is pushing it. McKinsey call it the “new dominant organisational paradigm”.
Although the term Agile gained traction through its ascension in the software industry, the Business Agility body of knowledge stems mostly from lean thinking and complexity theory. While there is a notable overlap, practices such as “scrum” that software developers use do not necessarily transfer to other domains. Organisations that attempt to simply graft practices that evolved in the software domain onto another will be unlikely to achieve business agility.
At the core of agile thinking is cluster of interrelated topics that together represent an ‘agile mindset’. A newcomer to agile thinking can gain considerable advantage by learning the core concepts that underpin agile practices. These include: agile’s genesis, the concept of adaption, a growth mindset, a practical understanding of complexity, lean thinking, thin-sliced experimentation, design thinking, and agile leadership and change.
Individuals, teams and organisations that want to survive and thrive in the dynamic business landscape of today will greatly benefit from properly understanding what business agility is really about.
IT Managers, CTOs’, CIO’s in particular must understand the differences between agile software delivery and agile business if they are to successfully influence positive change.
In this episode we will be discussing the core concepts that underpin business agility and why nothing less than a paradigm shift is needed to break the shackles of 100 years of industrial-era management thinking.
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