Advisor

Scaling Agile Right in Large Companies, Part II

Posted September 3, 2020 in Business Agility & Software Engineering Excellence
Scaling Agile Right in Large Companies, Part II
Being capable to react to change with agility is a key requirement for all companies onboarding digital business models or digital products and processes. And when it comes to competing and staying relevant, agility is becoming a necessity. Large companies, however, appear to face a plethora of challenges with balancing agility and stability. Here in Part II of this two-part Advisor, we answer the question of how to learn and adapt after the pilot launch of an end-to-end Agile process and provide concrete examples of how large corporations have overcome imminent obstacles.
About The Author
Volker Pfirsching
Volker Pfirsching is a Senior Consultant with Cutter Consortium's Business Technology & Digital Transformation Strategies practice. He is also Partner at Arthur D. Little (ADL), based in Munich, Germany; a member of ADL’s global Technology and Innovation Management practice; and heads ADL’s global Digital Shift Competence Center. As a thought leader in digital disruption, Mr. Pfirsching engages in many large-scale transformation projects,… Read More
Marc Droste
Marc Droste is a Principal at Arthur D. Little (ADL) based in the Munich office and part of the Automotive & Manufacturing Practice in Central Europe. A major focus of Mr. Droste’s work has been supporting automotive OEMs on trending topics of future sales and marketing, such as online retail and digital marketing. In addition to his automotive know-how, he also has strong functional experience in digital transformation, such as building… Read More
Michael Opitz
Michael Opitz is a partner at Arthur D. Little (ADL) based in Munich. With more than 25 years of experience in management consulting, he has been leading ADL’s TIME practice in Central Europe since 2013. Since joining ADL in 2010, his main focus of expertise has been on digital transformation, definition of innovative operating models, and design of growth strategies. Mr. Opitz can be reached at consulting@cutter.com.
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