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 97

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 56

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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 64

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 83

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

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

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. Insights on Organization

Five Fifty: Agility at the top

McKinsey

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

Agile 87

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 gives organizations the framework and mindset necessary to accelerate momentum and drive results while simultaneously developing leaders, aligning teams, changing the way the organization works, and energizing people. Agile strategy is fast, flexible, and time competitive.

Agile 46

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 88

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

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

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

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.

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

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 88

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 70

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 gives organizations the framework and mindset necessary to accelerate momentum and drive results while simultaneously developing leaders, aligning teams, changing the way the organization works, and energizing people. Agile strategy is fast, flexible, and time competitive.

Agile 40

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 59

Agile resilience in the UK: Lessons from COVID-19 for the ‘next normal’

McKinsey

Agility has been a useful attribute for many global and UK-based organizations weathering the COVID-19 crisis. Here’s how they can build on agile practices for more long-term operational resilience. Insights on Organization

Agile 79

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

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 40

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 87

Agile in enterprise resource planning: A myth no more

McKinsey

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

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 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

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

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

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. The post Move quickly and react to opportunities: Agile strategy and the path to recovery appeared first on Brimstone Consulting LLC.

Agile 48

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. Insights on Organization

Agile 87

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. Oil & Gas Insights

Agile 86

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

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. The process of developing and executing agile strategy highlights critical issues. Change COVID-19 Organizational Alignment Process Strategy agile strategy Bob Weiler developing leaders developing talent market realities strategy strategy to execution V12

Agile 46

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

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

Five Fifty: Agility at the top

McKinsey

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

Agile 45

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. Telecommunications Insights

Agile 87

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

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

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 80