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 60

Agility to action: Operationalizing a value-driven agile blueprint

McKinsey

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

Agile 104

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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 62

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 56

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.

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 114

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 114

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 114

The agile manager

McKinsey

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

Agile 87

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

Five Fifty: Agility at the top

McKinsey

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

Agile 87

Agile in enterprise resource planning: A myth no more

McKinsey

Agile can help improve your results. ERP transformations are never easy. Digital Insights

What it takes to go agile

McKinsey

McKinsey partners offer perspectives on the most crucial elements to become a truly agile organization. Insights on Organization

Agile 112

An operating model for the next normal: Lessons from agile organizations in the crisis

McKinsey

Companies with agile practices embedded in their operating models have managed the impact of the COVID-19 crisis better than their peers. Here’s what helped them cope. Insights on Organization

Agile 97

Giants can dance: Agile organizations in asset-heavy industries

McKinsey

The agile revolution is sweeping across industries, and asset-heavy companies are taking note. We explore how and where they can capture the benefits of agility while preserving safety and assurance.

Agile 112

How companies can help midlevel managers navigate agile transformations

McKinsey

Agile organization models have less hierarchy and fewer conventional managers. Here’s how executives making the move to agile can keep their valuable former managers engaged and motivated.

Agile 114

Designing an agile transformation in pharma R&D

McKinsey

Pharmaceutical companies are increasingly turning to the concept of agility to help them transform their R&D functions. Insights on Pharmaceuticals & Medical Products

Agile 86

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.

Growing your own agility coaches to adopt new ways of working

McKinsey

Agile coaches play a vital role in enterprise-wide agile transformations. To develop enough coaches, companies should create specialized training academies. Digital Insights

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 61

All in: From recovery to agility at Spark New Zealand

McKinsey

Three members of the telco’s top team describe the challenges and rewards of implementing agile rapidly—and the power of a “no plan B” approach to change.

Agile 113

Two ingredients for successful B2B sales: Agility and stability

McKinsey

Agile B2B sales operating models that fuse the best of both human and digital customer interactions are likely here to stay. Marketing & Sales Insights

B2B 65

The Agile Family Meeting

Harvard Business

A simple framework to manage chaos, get along better, and reduce stress. Meetings Work-life balance Time management Digital Article

Agile 36

The five trademarks of agile organizations

McKinsey

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

Agile 88

Accelerate to recovery with senior leadership team alignment

Brimstone Consulting

We have been working with leaders to achieve accelerated results and (re)build a stronger, more agile organization, by taking their team through the Senior Team Alignment Process (STAP). The process is agile, fast, flexible, and time competitive.

Agile 52

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 67

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

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

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 61

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 80

Organizational Agility - The Future for Your Consulting Firm

Management and IT Consulting

The consulting business can feel like a helpless place to be in times of uncertainty. Business plans have been destroyed, forecasts and projections rendered completely obsolete, and we are left wondering where to go from here.

Agile 52

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 57

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 86

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

Bringing agile to customer care

McKinsey

Early adopters are achieving impressive performance gains by empowering frontline workers to excel as team-based problem solvers. Insights on Operations

Agile 78