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

Agile 87

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

Transforming IT infrastructure organizations using agile

McKinsey

Agile methods can be used to boost efficiency, speed, and quality. Traditional ways of managing IT infrastructure can impede the fast-paced delivery of digital solutions. Digital Insights

Agile 83

Agile compendium

McKinsey

Getting agile right reduces time to market, increases customer satisfaction, and delivers many efficiency improvements. This collection brings together some of our recent insights on how companies in all industries can successfully implement an agile approach. Yet too many companies still get it wrong. Our insights

Agile 66

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

Accidentally agile: An interview with the Rijksmuseum’s Taco Dibbits

McKinsey

The director of the national museum of Dutch art and history describes the central role of agility in the museum’s massive renovation project—and in its drive for perpetual renewal. Insights on Organization

Agile 87

The five trademarks of agile organizations

McKinsey

Agile organizations—of any size and across industries—have five key elements in common. Our Insights

Agile 87

Going Traditional or Going Agile

SkillQuo

When should you consider an agile alternative? However, there are hidden yet significant advantages for an enterprise level company to go lean and agile. Share This: The post Going Traditional or Going Agile appeared first on SkillQuo Blog.

Agile 62

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.

Leading agile transformation: The new capabilities leaders need to build 21st-century organizations

McKinsey

To build and lead an agile organization, it’s crucial that senior leaders develop new mind-sets and capabilities to transform themselves, their teams, and the organization.

Agile 114

The new frontier: Agile automation at scale

McKinsey

Large-scale automation of business processes requires a new development approach. Insights on Operations

Agile 87

Four Key Steps to Develop Learning Agility

MBO Partners

Apply the four key components of learning agility to continually grow and improve your business

Agile 39

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

ING’s agile transformation

McKinsey

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

Agile 87

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 58

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 82

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

Agile 74

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

Agile 43

R&D in the ‘age of agile’

McKinsey

As innovation reshapes the pharma landscape, pharma companies will need to revisit their R&D operating models to thrive. Insights on Pharmaceuticals & Medical Products

Agile 66

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

Inarticulate Ramblings is merging with an Agile Gorilla!

Ben de Haldevang

My new venture, The Agile Gorilla is the result of the above merger. Good morning / afternoon friends, ex-colleagues, family members (!) and random folk who have an interest in the world of consulting and mergers & acquisitions in particular. I’ve been remarkably quiet for quite some time…this is not due to a lack of thought / interesting experiences etc but the development of the next stage in my M&A journey.

Agile 43

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 88

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 87

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

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 68

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 71

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

Agile 88

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

Agile 42

How to Cultivate Learning Agility as an Independent Professional

MBO Partners

Learning agility is an essential skill for independent professionals. Learn the core behaviors of this skill and how to apply it to your business

Agile 39

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.

Agile 51

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

Agile 56

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 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 88

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

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 87

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

Agile 42

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

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

Why Agile Goes Awry — and How to Fix It

Harvard Business

In the spirit of becoming more adaptive , organizations have rushed to implement Agile software development. But many have done so in a way that actually makes them less agile. Agile software development. This process is exactly what Agile was meant to eliminate.

Agile 36

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.

Agile 45

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.