Summary of The Age of Agile
Copyright © 2018 AMACOM, a division of American Management Association
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In industries across the spectrum, businesses suffer when conventional good management practices stop working amid rapid change. For that reason, many businesses have chosen to adopt agile management practices. In 2001, the pioneers of this approach, which originated in the software development industry, created the “Manifesto for Software Development,” often called the “Agile Manifesto.” This core document asserts that developers of high-quality software must abandon some of the core principles of 20th-century management to enter “the age of agile.” Management expert Stephen Denning lucidly explains the origins and principles of agile management with illustrative case studies. getAbstract finds that his manual offers useful guidance for managers grappling with the dynamics behind revolutionary change.
In this summary, you will learn
- What principles drive agile management and
- How its emphasis on the centrality of the customer transforms management.
About the Author
Stephen Denning worked at the World Bank for several decades in various management positions. A consultant to governments and companies, he’s written business books, many articles on management, a novel and a volume of poetry.
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Comment on this summary
5 days agoThe whole book is excellent. This extract leaves out the important argument that the 'Law of the Customer' dictates that the purpose of every business should be the pleasure of its customers not profit for the shareholders. The economy based on shareholder profits, according to Denning, is responsible for inequality among the citizens and disengagement among the workforces around the world. Denning believes that nobody should go to a boring and mundane job in 21st century. Workers should work to delight "the customers in ways that are financially sustainable". Chapter 12 ('Nuclear Winters and Golden Ages') is worth reading many times over. When I finished the book, I read Chapter 12 again. It is a manifesto for worker engagement, autonomy, empowerment and creativity. It attacks 'shareholder value' as the unreliable goal of any business replacing it with creating value and delight for the customers. "Creating" value is always better than "extracting" value as value creation gives workers autonomy to express their desire to innovate whereas value extraction treats human workers as sources of value to be mined and exploited.
1 month agoGreat one
1 month agoCrear one
2 months agoThe book is great, but this abstract leaves out way too much information - chapters 5 through 12 are missing from the abstract.
5 months agocool