With the global pandemic, and increased uncertainty, we take a look with a new perspective at challenging engagements, and how to address them. Sometimes, it could be the client that is the challenge, then other times, it’s outside forces that present themselves. As you will see, sometimes it’s both.
So why do some of our more traditional organisations have these antiquated beliefs? Let’s dig a bit deeper into what we understand hold companies back.
In this article we will lay out six biases that potentially hold an organisation back from implementing an Agile operating model initiative.
In this article we discuss Blueprints and Proof Points for Agile at Scale. By using Agile methodologies and encouraging your team to adopt an agile mindset, you can deliver value quickly on a regular cadence with reduced risk. This is done by embedding sustainable change and using an iterative test and learn approach.
When we look at why agile transformations fail for some companies, usually the core reason will fall in one of four key areas. Focus on these four areas to give you a head start.
“As with all of our clients, success is both tangible and intangible. Of course, hitting the key results that we set out on any engagement is paramount.” Nate Nelson, MD USA ADAPTOVATE
The task of creating an Agile operating model can seem very daunting. Having clear design principles guides decisions in the design of the operating model. We will be sharing some key insights to help create your tailored key design principles in each of the six elements of an Agile operating model.
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