Managing Director & Senior Partner
Agile helps organizations move from rigid to resilient, transforming how they get work done. Read about the benefits of agile and how it can spark innovation and growth in the digital age.
Agile is a way of working that stresses collaboration and responsiveness. Cross-functional teams break down the walls within organizations while iterative cycles mean feedback, and improvements, are incorporated quickly.
Agile teams build solutions—and solve problems—in a faster yet more-targeted way. Born in software development, but widely applicable, agile can double speed to market and increase customer satisfaction by 10% to 20%. It’s not just a methodology. It’s a catalyst for success.
The shift from standalone hardware to smart, connected products is pervasive—and it’s here to stay. Forward-thinking hardware companies are taking leadership positions in a new era of product development. Will you be one of them?
Survey questions reveal three key findings that can help transform companies into truly agile workplaces.
Getting optimal results from agile requires a commitment to strategic clarity that is critical yet uncommon.
Leaders who observe five lessons keep transformations on track.
Agility at scale can move the needle on cost, speed, and resilience simultaneously.
Agile operating principles can improve the customer experience while lowering costs and reducing resolution time.
Companies can reduce costly delays and add value by building agile into their factories.
Companies are investing tens of millions of dollars in agile transformations, but efforts to assess the results can go astray. Some companies have cracked the code—with astonishing results.
The secrets to scaling up this fast and effective new way of working.
Agile ways of working can help companies tackle—and achieve breakthrough performance in—key digital topics, such as outsourcing, data analytics, and planning for digital transformation and technology investments.
At many organizations, problems scaling agile can be traced to problems scaling agile coaching.
Platform-based organizations are in the best position to master the intertwining of technology and people that is vital to becoming a bionic company.
Technology moves too fast for a traditional IT transformation. With agile, companies can begin seeing results in months.
With so much at stake, why do so many companies fail?
As a result of its new approach, the payments giant improved speed to market, product fit, and efficiency.
The Dutch beverage conglomerate began its agile transformation in the IT department, where leadership worked hand-in-hand with other departments as well as with outside suppliers and the company’s employee work council.
Six steps can help insurers build a robust balance of technology and human enablers to ensure short-, medium-, and long-term success.
It’s a new world. OEMs that adopt a new approach can improve profits, slash costs, and shorten development cycles.
Scaling agile requires dedication and effort, especially for a hardware-focused company. But when done right, it can deliver extraordinary results.
An aerospace company reduced the development time for an aircraft door from four years to just 18 months. Serge Bérenger explains the approach it took.
The company couldn’t count on technology alone to remain Germany’s mobile leader, so it adopted new ways of working for customer engagement—with winning results.
Agile continues to deliver extraordinary benefits: in just three months, a team delivered a complex, high-profile product that normally would have taken a year.
Can the two approaches help each other open up the last bastion of traditional corporate management to new ways of working?
Agile is hard—really hard. But when companies don’t commit to planning and execution, they risk falling into one of several known traps.
Managers are lost in a transition between the death of one form of management and the birth of another. Here’s how some organizations are successfully transitioning to agile.
To promote agile ways of working, leaders must change their own behaviors.
Good leaders thrive during crises. Instead of pretending to know all the answers, they help their teams navigate uncharted territory together.
As agile becomes standard workplace terminology, we need to demystify common misconceptions to truly understand agile ways of working.
Companies must look at a combination of “bottom up” and “top down” approaches for a successful agile transformation–but what does that actually mean in practice?