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 coronavirus renders collocation impossible but not agile ways of working.
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.
Agile transformations require commitment at the CEO level. Leaders must become champions of change who visibly embrace new ways of working.
Agility at scale can move the needle on cost, speed, and resilience simultaneously.
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.
Learn how your company can hold onto the valuable productivity gains made during the pandemic.
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?
Most tech executives would agree that the process of justifying, funding, and tracking resources is bureaucratic, enervating, and inefficient.
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.
Can the two approaches help each other open up the last bastion of traditional corporate management to new ways of working?
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.
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.
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?