Harvard Business

APRIL 20, 2016

You hear a lot about “agile innovation” these days. Teams using agile methods get things done faster than teams using traditional processes. Agile has indisputably transformed software development, and many experts believe it is now poised to expand far beyond IT. They keep customers happier.

Agile 28

Agile Methodologies Software Development 28

Harvard Business

MAY 4, 2018

In 2001, a new approach to technology development was created by a daring group of developers. Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. aleksandarvelasevic/Getty Images. Insight Center.

Agile 28

Agile Development Methodologies Software 28

BCG

AUGUST 12, 2016

Yet management often viewed these methods—based on principles set out in 2001 in the Agile Manifesto—as untested and maybe even a bit wonky. The future of IT is one speed: all-agile. It’s not just because agile’s footprint is expanding to industries like banking and insurance. (See Agile,” BCG article, February 2016.)

Agile 40

Agile Insurance Insurance Software 40

Harvard Business

NOVEMBER 23, 2018

In the 2001 recession, total sales for the S&P 500 declined by 9% from its pre-recession peak to its trough 18 months later—almost a year after the recession officially ended. Many use Agile principles, setting up sprints to produce real business results, not just an improved process. Where should sales executives start?

Sales 39

Sales B2B Tools Software 39

Harvard Business

JULY 18, 2016

This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001. This lack of trust prevented him from attacking challenges with speed and agility because his peers constantly questioned his decisions. Inside — drab colors, peeling paint, and dead plants decaying in the common areas.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

NOVEMBER 20, 2017

Today’s successful companies close the strategy-to-performance gap with a new strategy approach best described as “Decide-Do/Refine-Do” This agile, test-and-learn approach is better suited to today’s tumultuous environment. Webvan was forced to cease operations by 2001. Test and learn, then test some more.

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

NOVEMBER 13, 2017

In 2001 the list of companies with the highest market caps was dominated by blue chips. Large enterprises have been responding to these developments for some time, mainly by applying the methods of startups such as lean experimentation, design thinking, and agile development. TodUdom/iStock.

Management 28

Management Enterprise Metrics Efficiency 28