Maximizing agile productivity to meet shareholder commitments

McKinsey & Company

Large organizations’ commitments to financial results are at odds with traditional agile methodologies. Digital Insights Agile at scaleAdapting them to meet enterprise-wide goals is key.

Agile 98

Moving beyond agile to become a software innovator

McKinsey & Company

Companies need to borrow a page from the tech industry’s playbook to understand how to use agile to build better products and experiences. Digital Insights High Tech & Internet Agile at scale Digital strategy and organization Innovation IT management & strategy

Agile 97
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Driving business impact through customer centricity and digital agility

McKinsey & Company

Digital Insights Agile at scale Application development & management IT organization & governance IT management & strategy Growth Innovation LeadershipSun Life US focused on the client experience and aligned IT with the business to drive a transformation in its technological capabilities.

Agile 93

Agile business portfolio management

McKinsey & Company

Companies that regularly refresh their portfolios tend to outperform, but deciding when and how to divest a business may be the most challenging part of M&A. Strategy & Corporate Finance Insights Mergers & acquisitions

Agile 83

CHRO perspectives on leading agile change

McKinsey & Company

CHROs across industries and regions came together virtually to discuss the impact and the challenges of leading an agile transformation journey. Insights on Organization Professional Services Organization

Agile 97

When agile marketing breaks the agency model

McKinsey & Company

The journey to agile marketing can be hard. But for many marketers and agencies, it offers the opportunity to forge a better partnership. Marketing & Sales Insights Digital marketing Marketing organization Marketing strategy

Agile 91

Australia and New Zealand: Building ‘agile’ capability

McKinsey & Company

Why this is the perfect time for organisations to embrace and execute agile. Insights on People and Organizational Performance Professional Services Australia Organization

Agile 50

Agile Strategy: Stability and Opportunity During Disruption

Brimstone Consulting

Agile strategy can transform your organization. Andy points to agile strategy as the backbone of the company’s success. Agile Strategy. Agile strategy is fast, flexible, and time competitive. The shift to agile strategy transforms the organization.

Agile 52

Agile Strategy: Stability and Opportunity During Disruption

Brimstone Consulting

important;}”] Agile strategy can transform your organization. Andy points to agile strategy as the backbone of the company’s success. Agile Strategy. Agile strategy is fast, flexible, and time competitive. The shift to agile strategy transforms the organization.

Agile 52

Agility to action: Operationalizing an agile blueprint

McKinsey

To successfully transition to an agile operating model, business leaders should focus on four questions. Insights on Organization

Agile 63

Divesting with agility

McKinsey

Research shows that active, efficient reallocation of resources creates better returns for companies than simply standing pat does. Here’s how to make portfolio decisions faster. Strategy & Corporate Finance Insights

Agile 102

Enterprise agility: Buzz or business impact?

McKinsey

Many organizations are racing to become agile. New research suggests that agile transformation can have a powerful impact on the bottom line—in addition to other widely recognized benefits.

Organizational Agility Index – Romanian perspective

McKinsey

The agility of Romanian companies is relatively low, according to our Organizational Agility Index. This is a call to action—enterprise agility has been a desirable option in recent years, but during the pandemic it has become essential. Europe

Agile 67

How consumer companies are adopting agility during the COVID-19 pandemic

McKinsey & Company

Under pressure during the pandemic, many consumer companies turned to agile. Here’s how they accelerated adoption of agile practices across their organizations. Insights on Consumer Packaged Goods

Agile 96

Move quickly and react to opportunities: Agile strategy and the path to recovery

Brimstone Consulting

important;}”] A conversation on agile strategy and opportunity with Andy Frawley and Bob Weiler. The current environment requires agility and agility, Bob Weiler reminds us, starts with market realities.

Agile 83

How agile can power frontline excellence

McKinsey & Company

An agile transformation can release the full potential of frontline staff, leading to more-satisfied, happier employees, lower costs, and better overall performance. Insights on Organization

Agile 86

The agile manager

McKinsey

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

Agile 87

Building agile capabilities: The fuel to power your agile ‘body’

McKinsey

To move your organization from targeted experimentation to driving agility at scale, it’s crucial to focus on agile capability building. Insights on Organization

Agile 83

The five core IT shifts of scaled agile organizations

McKinsey & Company

In pursuing an agile transformation, CEOs and CIOs can find common ground in five IT shifts that can enable traditional players to compete with digital disrupters.

Agile 114

Performance management in agile organizations

McKinsey

Performance management is tough enough in traditional organizations; in agile organizations, three changes are essential to success. Insights on Organization

Agile 87

Will agility help smaller firms survive the COVID-19 crisis?

The Source

Business model Featured Agility Big firms Blog posts Brand COVID-19 Small firmsSince the beginning of the COVID-19 crisis, we have consistently made the case that scale will be one of the key factors in determining whether a firm is likely to survive.

Agile 52

Five Fifty: Agility at the top

McKinsey

Want a more agile company? Become a more agile leader. Leadership

Agile 82

The journey to agile: How companies can become faster, more productive, and more responsive

McKinsey

Agile operating models are characterized by rapid learning and decision-making cycles. Here’s how organizations can use agile practices to transform their organizations. Insights on Organization

Agile 113

Lean management or agile? The right answer may be both

McKinsey

Through thoughtful design, agile and lean management can be the perfect match for companies in search of lasting performance improvement. Insights on Operations

Agile 114

Agile talent: How to revamp your people model to enable value through agility

McKinsey & Company

If your industry is changing quickly, your company has to change just as quickly—or faster—to stay ahead. Insights on People and Organizational Performance Talent

Agile 65

Planning in an agile organization

McKinsey

Agile organizations rely on an innovative mix of stable and dynamic elements to bring planning up to speed with their fast-paced needs. Digital Insights

Agile 87

Developing a high-performing and agile leadership team to increase performance and profitability

Brimstone Consulting

To further scale the company and increase performance and profitability, the private equity firm identified the need to address operational inefficiencies, optimize the organizational structure, and develop a high-performing and agile leadership team. The private equity firm engaged Brimstone to help the CEO quickly onboard two senior team members, develop a high-performing and agile team, and position the company to deliver strong operational success and top-line growth.

Agile 58

The journey to an agile organization

McKinsey

You know what an agile organization is, and why it’s important. But figuring out how to pull off an agile transformation is another question. Insights on Organization

Agile 88

Why an agile transformation office is your ticket to real and lasting impact

McKinsey & Company

This structure defines goals, ensures that agility’s principles stick, and keeps the focus on value. Three design decisions are the key. Insights on Organization Organizational restructuring Organizational design Capability building

Agile 105

Revisiting agile teams after an abrupt shift to remote

McKinsey

Agile teams traditionally excel when their members are co-located. Here’s how to ensure they’re effective now that COVID-19 has forced them to work remotely. Insights on Organization

Agile 114

How Allianz Turkey created an agile organization

McKinsey

In this interview, Tolga Gürkan and Aylin Somersan Coqui explain how the organization pursued a multiyear agile transformation and is now reaping its benefits.

Agile 72

Organizing for speed: Agile as a means to transformation in Japan

McKinsey

Japanese working practices may help or hinder the adaptation of agile approaches that can increase an organization’s speed and customer centricity. Addressing five main areas can allow leaders to master the transition to enterprise agility.

Move quickly and react to opportunities: Agile strategy and the path to recovery

Brimstone Consulting

A conversation on agile strategy and opportunity with Andy Frawley and Bob Weiler. The current environment requires agility and agility, Bob Weiler reminds us, starts with market realities. The process of developing and executing agile strategy highlights critical issues.

Agile 53

Scaling agility: A new operating model for insurers

McKinsey

Industry-leading insurers have proved enterprise-wide agility delivers the innovation and change incumbents need. The COVID-19 crisis has also highlighted the need for organizational change. Insights on Financial Services

Agile 94

The right tools for every job: Lean and agile in maintenance

McKinsey

Why tomorrow’s maintenance function will combine the strengths of lean and agile organizations. Insights on Operations

Tools 96

The impact of agility: How to shape your organization to compete

McKinsey & Company

Insights from over 2,000 global respondents reveal the recipe for an agile transformation that delivers real business impact. Insights on Organization Top team effectiveness Organizational design

Agile 87

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 56