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

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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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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

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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

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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

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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.

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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.

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How Learning and Development Are Becoming More Agile

Harvard Business

Our research at the Agile Talent Collaborative reinforces findings from Accenture and other consulting and research firms: the use of freelancers — or agile talents as we call them — is growing, and for reasons that go well beyond cost efficiency. ” It means that training is going to have to be just as agile as the workforce — where speed, flexibility, and innovation are key. Today’s workforces are designed for speed and flexibility.

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How HR Can Become Agile (and Why It Needs To)

Harvard Business

If software has eaten the world, then agile has eaten the software world. While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency. A Quick Introduction to Agile Management.

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Thinking on your Feet|Women In Consulting Blog

Women in Consulting

Nonprofit Fundraising Events : Friends Asking Friends helps you empower your supporters, reach more people, and execute your fundraising events efficiently ? Peer-to-peer Fundraising Email Marketing Website Management Website Design Payment Processing Sphere Know How Blog Sphere Knowledgebase Sphere Forum Case Central Sphere Connect Sphere Connect Partners Blackbaud Connect Partner Network Overview Partner Login. Get the Flash Player to see this player. -->.

Does the global business services model still matter?

McKinsey

Yes, but for these centralized groups to succeed in a digital era, leaders must focus on agility, customer service, and talent development, in addition to cost reduction and process efficiency. Our Insights

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When Top-Down Change Isn’t Working, Hand the Keys to Frontline Staff

BCG

Article Thursday, June 08, 2017 The World Bank turned to agile methodologies, implemented from the bottom up, to improve operational efficiency and employee satisfaction. Operations head Kyle Peters describes the challenges and successes. Article

How Can Digital Suppliers Accelerate Customers’ Transformations?

BCG

They recognize that digital technologies are increasingly critical to driving sales and efficient operations. They see the need to become much more agile—to shorten the time to market and to accelerate product and service delivery, employing a more iterative manner.

Simplifying IT to Accelerate Digital Transformation

BCG

To fight back, traditional companies need to become much more agile, by shortening time to market and delivering IT services more quickly; flexible, by scaling IT volume up and down quickly, for example; and efficient, by reducing IT costs. Article Monday, April 18, 2016.

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Consolidation in Europe’s Airline Industry

BCG

All kinds of airlines—from legacy FSCs to low-cost carriers large and small—need to come to grips with issues of scale, costs, and operating flexibility in an environment that demands ever more efficiency and agility. Article Wednesday, August 17, 2016.

The TMT Digital Transformation Journey

BCG

Instead, the short-comings are in leadership, the resolve to change, and the skills needed to reshape the organization around new approaches such as agile. Article Thursday, October 27, 2016. Our main message in this report is that TMT companies need to transform.

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The Digital Revolution in Trade Finance

BCG

But no cost-efficient bank can have a leading presence in every market. To succeed in this challenging and uncertain environment, banks’ trade finance offerings must be agile, low cost, and valued by customers despite the growing availability and safety of alternatives to documentary trade.

How do you differentiate yourself from large firms?

Rod Burkert

You are agile and process driven, which allows you to produce consistent, measurable, efficient, and effective valuation solutions.

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How Governments Can Get Technology Transformations Right

BCG

What is often left out of that discussion, however, is the need for a modern IT backbone to make the digital revolution possible and to support the ever-increasing need for agility, real-time information, and customization of services. Article Friday, June 10, 2016.

IT Can’t Be Slower than the Rest of the Business - SPONSOR CONTENT FROM IBM

Harvard Business

Listen to Angelia Herrin, Editor of Special Projects for HBR, interview IBM’s Max De Ycaza, Director of Technology Innovation & Transformation, about how IBM’s largest business unit, the $40 billion Global Technology Services unit, is helping clients transform their IT enterprise services by leveraging the agile for services operating model. Driving digital transformation really means driving rapid, efficient, and high-ROI responses to those changes.

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Lack of Strategic Clarity – Only One Reason Your Strategy is Failing

LSA Global

Lack of agility. When it comes to strategy execution, change agility. Empower your managers to do the right thing without having to report up all the time, slow down execution and undermine their ability to get things done efficiently.

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Bring in Outside Experts to Mentor Your Team

Harvard Business

We call this subset of freelancers who do strategic work in companies or nonprofit organizations agile talent. By providing temporary support, they make it possible for organizations to resource their critical activities more cost efficiently. Many of the benefits of agile talent have been widely reported. And, it turns out, agile talent in stages 3 and 4 is often eager to provide coaching and mentorship to junior professionals working with them.

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How Avaya Turned Around Its Customer Ratings

Harvard Business

Embrace Agile Methods for Responding to Customers. The key to this transformation was an innovation approach common in the software industry: agile invention methodology. In an agile methodology, engineers create multiple versions and iterations of prototypes in a concentrated timeframe to put potential solutions in the hands of users as quickly as possible. The design teams can then use the feedback from their customers to quickly and efficiently improve the products.

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5 Behaviors of Leaders Who Embrace Change

Harvard Business

In this environment, change agility needs to be part of the new organization’s and leaders’ DNA. Successful change-agile leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business. Change-agile leaders demonstrate five integrated behaviors that, together, create a competitive advantage for the organization.

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How Organizations Can Thrive in the Digital Economy - SPONSOR CONTENT FROM KORN FERRY

Harvard Business

Organizations can now engage with customers and employees like never before, and the virtual environment holds the potential to drive operational efficiencies, save time and money, and open the exploration of new commercial avenues. This revealed five essential leadership and organizational capabilities: discipline and focus, agility, connectivity, openness and transparency, and empowerment and alignment. Agility. Agile organizations are connected organizations.

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Why Leaders Don’t Embrace the Skills They’ll Need for the Future

Harvard Business

Agile. But if employees have long been valued and rewarded for behaviors such as practicality, consistency, self-reliance, and prudence, why wouldn’t they find it uncomfortable to suddenly embrace behaviors such as innovation, agility, collaboration, and boldness?

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New Technologies in the Insurance Landscape (Part 3 – Cloud)

Tom Spencer

While any new technology brings inherent risk, cloud computing is safe and efficient when acquired through large, reliable providers.

Decision Making By Teams Is Key To Success In The Future of Work

Cheryl Cran

The key success factors to enable teams to make great decisions are: Small teams of 5 people is the most efficient sized teams for fast decision making ( having an odd number minimizes a ‘majority rules’ decision. . The days of the lone wolf are long gone.

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How the Big Data Explosion Has Changed Decision Making

Harvard Business

On the one hand, they desperately seek greater agility; on the other, they genuinely want to include all the right stakeholders in their processes. Customers and clients demand greater agility, and employees and partners expect greater empowerment.

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Lack of Strategic Clarity – Only One Reason Your Strategy is Failing

LSA Global

Lack of agility. When it comes to strategy execution, change agility. Empower your managers to do the right thing without having to report up all the time, slow down execution and undermine their ability to get things done efficiently.

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6 Rules to Simplify Work & Increase Productivity

Tom Spencer

The book provides six principles that the author’s believe can make organisations more agile, competitive, and responsive by helping employees become more autonomous, cooperative and empowered. The real battle is not against competitors, but against ourselves.

4 Autopsies of Big Change Management Failures

LSA Global

They were not agile enough. To perform and thrive, you have to be able to adapt to an ever changing environment. If you resist and defy change, your company is not long for this world.

6 Digital Trends Are Poised to Transform How We Work - SPONSOR CONTENT FROM DXC TECHNOLOGY

Harvard Business

Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud. Now, these things are crucial to boosting business agility and enabling “citizen developers.” These citizen developers can make and manipulate what they need in order to enable agile processes, systems, and composite solutions that can be created in a moment, for as long as needed. Workers will always look for tools, processes, and approaches to improve efficiency and productivity.

The Case for Investing More in People

Harvard Business

Similarly, many organizations are experimenting with using Agile sprints beyond the traditional areas of product development and innovation. Both Kaizen events and Agile sprints are investments in innovation and human capital productivity. This includes more autonomy and agility as well as inspirational leadership. For too long, business objectives and management philosophies have focused on efficiency over productivity. Steven Moore for HBR.

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The 6 Ways to Grow a Company

Harvard Business

Sell the same stuff at higher margins: Cut production and delivery costs, automate for efficiencies, cut fat in the supply chain or manufacturing, and utilize robots. The key is fast experimentation through lean, agile approaches. In this quadrant, you focus on a big idea, using agile approaches to break it apart to see which elements drive value through continuous assessments of desirability, since you don’t know for sure what the market values (even the idea itself).

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Fulfilling the Promise of AI Requires Rethinking the Nature of Work Itself

Harvard Business

The promise of today’s breakthroughs is not just efficiency – it’s unleashing value creation and capture in a time of mounting performance pressure. Optimized for efficiency rather than discovery and experimentation, their innovation and growth will stall. Executives today must make smart choices as automation and AI create massive efficiencies. Rethink your efficiency conversations. Paul Taylor/Getty Images.

Every Organizational Function Needs to Work on Digital Transformation - SPONSOR CONTENT FROM GARTNER

Harvard Business

Especially without strategic clarity, employees are unsure if they should focus on speed or quality, efficiency or innovation, for example. Leading supply chain organizations, for example, are embedding agility and responsiveness into their DNA to catalyze the digital supply chain into action.

How One CMO Revamped Her Role

Harvard Business

As an example, the CEO had been discussing the importance of driving more agile decision making. For example, there are now regular meetings with the CFO to review firm growth and discuss the effectiveness and efficiency of marketing investment at a granular level.

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How the Natural Resources Business Is Turning into a Technology Industry

Harvard Business

Technology is enabling people to use energy more efficiently in their homes, offices, and factories. At the same time, technological innovation in transportation, the largest single user of oil, is helping to lower energy consumption as engines become more fuel efficient and the use of autonomous and electric vehicles grows. For resource companies, particularly incumbents, navigating a future with more uncertainty and fewer sources of growth will require a focus on agility.

How the Most Successful Teams Bridge the Strategy-Execution Gap

Harvard Business

They are also agile in course-correcting when the needs of the business change, and are more easily prepared to shift organizational resources to ensure that the strategy is executed. Our data suggest that the approach of leveraging cultural strengths is both commendable and efficient, but organizations that continue to monitor and challenge their cultural and leadership biases are those that have the edge. Hulton Archive/Getty Images.