Analyzing a company: Agilent example

Consultants Mind

The post Analyzing a company: Agilent example appeared first on Consultant's Mind. Consultants should be a quick study. Imagine that you find out on Friday afternoon that you are going to be staffed on a new project on Monday.

The agile manager

McKinsey

Who manages in an agile organization? And what exactly do they do? Insights on Organization

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Agile is not the same as Agility

Kates Kesler

I was recently invited to speak to a leadership team and explain the difference between Agile and Agility. The … Blog

Agile 50

Bringing agile to IT infrastructure: ING Netherlands’ agile transformation

McKinsey

IT executives seldom associate agile with infrastructure. In this interview, the head of ING Netherlands’ IT infrastructure function explains how his team carried out an agile transformation. Digital Insights

Agile 66

Leading with inner agility

McKinsey

Disruptive times call for transformational leaders with a knack for addressing complex problems. To navigate effectively, we must learn to let go—and become more complex ourselves. Insights on Organization

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Taking Agile Way Beyond Software

BCG

Article Wednesday, July 19, 2017 Too often, agile remains confined to software development. But companies that successfully implement agile across their entire enterprise can create an exceptional customer experience and gain an edge over the competition.

Agile with a capital ‘A’: A guide to the principles and pitfalls of agile development

McKinsey

Understanding the true principles of agile can give companies the ability to work quickly, boosting efficiency and product success, and, ultimately, creating real, lasting value. Our Insights

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How to create an agile organization

McKinsey

Transforming companies to achieve organizational agility is in its early days but already yielding positive returns. While the paths can vary, survey findings suggest how to start. Our Insights

Agile 87

A business leader’s guide to agile

McKinsey

Agile promises rapidly evolving software and substantial business benefits, but it requires new habits from everyone: from IT and from business partners. Our Insights

Agile 84

ING’s agile transformation

McKinsey

Two senior executives from the global bank describe their recent journey. Our Insights

Agile 87

The journey to an agile organization at Zalando

McKinsey

Europe’s largest online fashion retailer embraced purpose, autonomy, and mastery to build agility, explains VP Engineering Eric Bowman. Insights on Organization

When Agile Meets Regulatory Compliance

BCG

Article Thursday, July 06, 2017 Agile may seem risky and impractical for regulatory projects, but it offers extraordinary benefits and can give banks an edge over competitors. Article

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Planning Doesn’t Have to Be the Enemy of Agile

Harvard Business

The frustrations with current planning practices intersect with another fundamental managerial trend: organizational agility. One of the key principles underpinning team-based agility is that teams autonomously decide their priorities and where to allocate their own resources.

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How to mess up your agile transformation in seven easy (mis)steps

McKinsey

The journey to become agile is challenging. But your organization can avoid some common pitfalls that we have seen companies encounter, including failing to create buy-in around an aspiration and forgetting to put culture first. Insights on Organization

Agile 113

Using agile to accelerate your data transformation

McKinsey

Some businesses are using agile principles to make sure data are available when and where they are needed. Data-management issues can undermine companies’ ability to create value from analytics. Our insights

Agile 86

How to go agile enterprise-wide: An interview with Scott Richardson

McKinsey

Successfully scaling agile starts with a strategy that’s consistent from the front lines to the C-suite. Our Insights

Agility in US national security

McKinsey

Even the world’s largest bureaucracy can learn to dance. This excerpt from a new book published by Aspen Strategy Group suggests how. Our Insights

Agile 79

Air freight 2025: Agility, speed, and partnerships

McKinsey

Companies in the sector must become as agile as possible, maintain air freight’s speed advantage, and deepen their partnerships. Our Insights

Agile 64

Building Emotional Agility

Harvard Business

Susan David, author of Emotional Agility and psychologist at Harvard Medical School, on learning to unhook from strong feelings. Download this podcast. Managing yourself Psychology Stress Audio

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Making your marketing organization agile: A step-by-step guide

McKinsey

Everyone wants to be “agile” these days. Here’s how successful companies put together the teams and the capabilities to actually make it happen at scale. Our insights

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Nick Jue on Transforming ING Netherlands and Introducing an Agile Way of Working

BCG

Article Monday, July 17, 2017 Agile enables ING to react swiftly in a rapidly changing world. Article

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How Agile Teams Can Help Turnarounds Succeed

Harvard Business

Agile — the management approach that relies on small, entrepreneurial, close-to-the-customer teams — has a reputation that reflects its rapid adoption in software development. For these reasons, modern crisis teams are turning from command-and-control systems to more adaptive, agile approaches. The company needed a new way of working, and when executives learned about agile they decided to try it. The agile approach is indisputably better.

How Leaders Can Improve Their Thinking Agility

Strategy+Business

Not all thinking is created equal. Here's how to get the most out of your brain when it really counts

Agile 74

How IT can drive agile development

McKinsey

A simple idea: update your operating model to be able to build small, self-contained teams that create change quickly and efficiently. Our insights

Agile 85

Balance Alignment with Agility to Achieve Culture

Kates Kesler

Calls for organizational alignment have headlined strategy publications for the last 20 years. A McKinsey 2014 paper, “The Aligned Organization,” … Organization Design Overview Publications

Agile 50

Agility Is Within Reach

Strategy+Business

For all companies in all industries, we''ve found that being agile depends on developing two key attributes: strategic responsiveness and organizational flexibility. But until you explicitly develop proficiency in both, you won''t have the agility you need These two qualities are mutually reinforcing but are developed in different ways, and it is easy for a company to possess one without the other.

Agile 44

Legacy Barriers to Independent Workforce Strategy and the Agile Enterprise

MBO Partners

Four ways organizations can overcome barriers to successfully engage independent professionals and become more agile in today's competitive business environment

How the public sector can remain agile beyond times of crisis

McKinsey

Focusing on agility could help them keep pace with changing needs during challenges—and beyond. Public-sector organizations have shown they can be nimble in a crisis. Our Insights

Agile 84

Bureaucracy Can Drain Your Company’s Energy. Agile Can Restore It.

Harvard Business

I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. Rather than debating the advantages of agile teams, why not start demonstrating them? Agile innovation is different.

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Agile Development’s Biggest Failure Point—and How to Fix It

BCG

Agile development has gone mainstream, but the software development methodology that helped hundreds of Silicon Valley startups explode onto the scene has delivered decidedly mixed results for more traditional organizations. Article Wednesday, August 17, 2016.

Agile 82

How to Make Sure Agile Teams Can Work Together

Harvard Business

Increasing volatility, uncertainty, growing complexity, and ambiguous information (VUCA) has created a business environment in which agile collaboration is more critical than ever. Despite this project’s visibility, critical mandate, and groundbreaking technology, the organization was ultimately hindered when it came to agile collaboration. Intuitively, we know that the collaborative intensity of work has skyrocketed, and that collaborations are central to agility.

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The Secret History of Agile Innovation

Harvard Business

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.

Agile 52

The Era of Agile Talent

Harvard Business

More of us are working in organizations employing a mix of freelancers, contractors, consultants, and full-timers, explains Jonathan Younger, coauthor with Norm Smallwood of “Agile Talent: How to Source and Manage Outside Experts.” ” Download this podcast. Talent management Hiring Audio

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An operating model for company-wide agile development

McKinsey

Organizations are succeeding with agile software and product development in discrete projects and teams. To do so in multiple business units and product groups, they must rethink foundational processes, structures, and relationships. Our Insights

Agile 63

Make Your Strategy More Agile

Harvard Business

Originating from agile software development, the sprint has entered the business mainstream as an increasingly popular means to accelerate business model, product, or service innovation. They allow a company to be more agile and to more effectively adapt to digital disruption. Can you run fast and go deep at the same time?

Agile 41

A Practical Plan to Become a More Agile Learner

Strategy+Business

To gain experience and build your transformation readiness, turn these learning accelerators into habits

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The Best Strategic Leaders Balance Agility and Consistency

Harvard Business

I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility. On the other side of the spectrum, great leaders are agile. These leaders must pivot when needed, and agility requires that they be intellectually curious, ready to learn from others, communicative, collaborative, and willing to change. But just as consistency can become rigidity, agility can become a lack of focus when it isn’t tempered by consistency.

Agile 54

Maximizing Agility and Leverage in the Global Organization

Kates Kesler

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model.

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Understanding Agile Management

Harvard Business

Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself. Download this podcast. Innovation Project management Audio

Bain 32

Continuous Development Will Change Organizations as Much as Agile Did

Harvard Business

Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. While Agile began as a product development innovation, it sparked a corporate strategy and process revolution. Agile and Lean initially grew popular in the startup world, but soon were embraced by mainstream business leaders around the globe. aleksandarvelasevic/Getty Images.