Summary of Taking Agile Transformations Beyond the Tipping Point

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Taking Agile Transformations Beyond the Tipping Point summary
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The ways that companies innovate are changing. Agile organizations rely on autonomous, multidiscliplinary teams within their firms to develop new products and ideas faster than traditionally structured companies. But firms must transform for agile teams to flourish. Management experts at the Boston Consulting Group advise on how senior leaders can move beyond mere pilot programs to create a successful agile organization. This practical overview will benefit mystified senior executives wanting to foster long-term agile development.

In this summary, you will learn

  • Why agile teams are effective at solving problems and developing products,
  • What challenges prevent agile organizations from succeeding, and
  • How senior leaders can spearhead efforts to transform companies from the top down.
 

About the Authors

Neil Pardasani, Martin Danoesastro, Koen Alfrink, Liza Stutts, Tom Schotkamp and Pim Hilbers are senior leaders at the Boston Consulting Group, an international consulting firm for management.

 

Summary

Tech firms, start-ups and traditional companies alike can benefit from an agile organizational structure. Unlike traditional firms that can rely on time-consuming decision making from the top down, agile organizations utilize autonomous, multidisciplinary teams to innovate more efficiently. Products development can often be measured in daily or weekly cycles using customer feedback to improve successive product iterations. However, companies can run into a range of roadblocks when they attempt to develop an agile structure beyond a pilot program. To avoid sacrificing the benefits of “speed, customer focus and employee engagement,” senior leaders must transform their organizational structure to accommodate agile principles. 


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