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 87

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

Agile in enterprise resource planning: A myth no more

McKinsey

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

The agile manager

McKinsey

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

Agile 87

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 113

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 87

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

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.

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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

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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

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

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.

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 70

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 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 88

Five Fifty: Agility at the top

McKinsey

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

Agile 52

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.

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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

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Agile in the consumer-goods industry: The transformation of the brand manager

McKinsey

In the consumer-goods sector, agile ways of working aren’t an all-or-nothing proposition. Success depends on knowing where and how to deploy them. Marketing & Sales Insights

Agile 114

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

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

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

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 85

Building agility in the British Army’s headquarters

McKinsey

Three leaders from British Army headquarters lay out what it took to bolster agility and flexibility in its operations. Insights on Organization

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

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

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

Achieve Workforce Agility by Engaging Independent Contractors

MBO Partners

An increasing number of businesses are relying on independent professional talent to become more agile, increase supply chain control, and boost overall efficiency—here’s why

Agile 36

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

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

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

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 76