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.
Technology moves too fast for a traditional IT transformation. With agile, companies can begin seeing results in months.
When team members collaborate to solve complex problems, a culture of tolerance and acceptance often matters more to success than specialized knowledge.
Contact centers have a reputation for frustrating customers, but they also offer a strategic opportunity for human contact. Here’s how to turn them into an asset.
Adopting agile requires adapting risk management to the new ways of working.
Agile boosts companies’ flexibility, adaptability, and ability to deal with change—all qualities they need in a downturn.
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.
A wave of change is coming that will make the way we work almost unrecognizable to today’s business leaders. To succeed, they will need to discover new ways of organizing, performing, and leading, along with new approaches to recruiting, developing, and engaging employees.
Agile software development takes you only so far. To keep pace in the digital age, you also need DevOps.
Agile methodologies are paying big dividends for companies. DevOps is a set of complementary practices that can boost returns still more.
For Risk Management Solutions, the move to a cloud-based platform involved big challenges. Company leaders reveal how a hybrid development approach contributed to their success.
Agile is powerful, but it isn’t suitable for every digital project. If the company’s technology architecture isn’t decoupled, or if project dependencies are high, a hybrid approach makes sense.
Simply put, agile works. But putting agile to work is no simple thing.
Ditching the waterfall method can hone a focus on customers and empower employees, boosting the quality of data and improving project outcomes.
New ways of working adopted throughout the enterprise are helping OP to streamline decision making and improve employee engagement.
Agile can help pharma companies deal with an intractable obstacle.
Agile is coming to an industry near you. But to realize its full potential, you’ll need a savvy approach to implementation. The Nordic company Konecranes can help show the way.
Car buyers are increasingly demanding an experience as intuitive as buying a book or requesting a ride online.
It’s a new world. OEMs that adopt a new approach can improve profits, slash costs, and shorten development cycles.
Only a few companies have moved beyond the pilot stage so far. But telcos need to decide quickly whether to embrace agile or be left behind.
Leaders are increasingly asking themselves and others, Is our organization agile? It’s an important question—but it’s not easy to answer. Because agile has been widely adopted, leaders and teams often think they are agile, when in fact they aren’t.
Leaders must create a culture in which teams are encouraged to learn and strive to do their best when no one is watching, and they can accomplish this with the ultimate inspiration: children.
It might seem counterintuitive. But the most successful leaders don’t tightly control agile efforts, BCG’s Benjamin Rehberg explains. They create alignment around purpose, strategy, and priorities—and then they let teams go.
If you’ve implemented agile, but only lightly adjusted your business’s standard work methods, you need to dig deeper.
