The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done - Stephen Denning Audiobook
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Book Description
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More value from less work.
An unstoppable business revolution is under way - and it is Agile. Companies that embrace Agile Management learn to connect everyone and everything…all the time. They can deliver instant, intimate, frictionless value on a large scale.
Agile began emerging many decades ago, but truly took off in the software development industry. Sparking dramatic improvements in quality, innovation, and speed-to-market, the Agile movement is now spreading quickly throughout all kinds of companies. It enables a team, a unit, or an enterprise to nimbly adapt and upgrade products and services to meet rapidly changing technology and customer needs. And the process is applicable anywhere—companies don’t need to be born Agile, like Spotify. Even centuries-old Barclays is making the transition and reaping rewards.
Filled with examples from every sector, The Age of Agile helps readers:
Master the three laws of Agile Management (team, customer, network)
Embrace the new mindset
Overcome constraints
Employ meaningful metrics
Make the entire organization Agile
And more
With this breakthrough approach, even global giants can learn to act entrepreneurially. Their future depends on it.
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This post has 4 comments with rating of 3/5
August 7th, 2018
Question for anyone that uses Agile. While I can see how this approach might have some benefit in the development process, and possibly other areas, I was wondering if someone outside the software development process could comment if they have seen performance increases? Or is Agile just the latest management method to come along?
From my “admittedly” limited experience with it, Agile could be breaking a project into bit-sized pieces and documenting them. And I can see how holding teams to task by requiring results within a sprint. But the whole concept seems to utilize peer pressure to achieve results, which while it can be effective, it often is counter productive for individuals who are achievers having to rely on the weak links in the team.
August 9th, 2018
Good question, TotallyDisenfranchised. I’m also happy to say that it absolutely has a good and positive answer. Here’s something to get you started.
https://www.youtube.com/watch?v=x8jdx-lf2Dw
August 10th, 2018
Agile invented by 17 white guys sitting in a room in Utah
November 19th, 2020
You are focussing on a few specific elements of the Agile process so keep in mind that this is very much a case of something that is more than the sum of its parts.
Firstly, you’re aksing how members of agile teams are motivated. The absolute key driver behind the iteration is to change the focus towards goal orientation. Whatever the activity or pursuit, people are uncannily motivated when they set a nearby target and single-mindedly focus on achieving that end. If something is just beyond your grasp you are far more likely to strive than for a faraway and poorly defined objective. It’s difficult to be too specific about the psychology behind this. Perhaps the team ethic does come with the perceived risk of letting others down, but this really is irrelevant when it produces a satisfied team that takes pride in their group effectiveness.
Secondly, there is a great deal of latitude for individual excellence and innovation within an agile team simply because individuals are actively encouraged to express themselves and to regularly provide ideas for improvement. Typically, the team members will decide for themselves which tasks they undertake on a day-to-day basis which allows high achievers to focus on the more challenging tasks.
In practice, it is very seldom the case that impediments to progress are within the team. The vast majority of factors that prevent progress emanate from the wider organization and are out of the team’s control. The open and inclusive nature of a scrum team allows members to cooperate effectively and also to move at a comfortable pace whatever their experience and ability.
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