Functions not reorganized into agile teams should learn to operate with agile values. Workstreams should be modularized and then seamlessly integrated. Leaders should use agile methodologies themselves and create a taxonomy of opportunities to set priorities and break the journey into small steps. The authors, who have studied the scaling of agile at hundreds of companies, share what they’ve learned about how to do it effectively. And it’s not unusual to launch dozens of new agile teams only to see them bottlenecked by slow-moving bureaucracies. ![]() Companies often struggle to know which functions should be reorganized into multidisciplinary agile teams and which should not. What if a company were to launch dozens, hundreds, or even thousands of agile teams? Could whole segments of the business learn to operate in this manner?Īs enticing as such a prospect is, turning it into a reality can be challenging. When implemented correctly, agile innovation teams almost always result in higher team productivity and morale, faster time to market, better quality, and lower risk than traditional approaches can achieve.
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