Business Models for Value Creation Are Evolving Quickly ... Burst Your Bubble of Belief
Thank you so much for your participation in the October session of Cutter’s Digital Transformation & Innovation Bootcamp. Coupled with Karim’s outstanding program and extraordinary ability to orchestrate the non-stop flow of new ideas, it’s the groups’ insights, questions, and debate that make the two days such a valuable experience for all.
For those of you who want additional reading, below please find a sample of content complementing the cases and materials provided across the two days.
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As we explore in this Executive Report, it is imperative to stay ahead of the competition by building the capabilities and strategic flexibility to disrupt oneself and the market by adopting the emerging and disruptive technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.
This Executive Report explores the hypothesis that the risk of losing out on an initial competitive advantage by not innovating as soon as possible can outweigh the risk of possible failure arising out of immediate adoption. Thus, it is imperative to begin adopting the disruptive and emerging technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.
Jan-Paul Fillié and Hans Boer talk about the “hills” an organization must surmount to implement Agile at scale. Based on their experience with numerous transformations, Fillié and Boer offer helpful advice on resolving such challenges as changing the organizational culture, coping with teams that deliver at different speeds, coordinating dependencies, and distributing Agile practices.
One of the hallmarks of a mature Agile team is continuous learning. “But,” asks author Jeff Dalton, “do Agile leaders know how and what to teach?” Dalton argues that after decades of “vo-tech” style learning, it’s time for a return to “the collaborative, interpersonal, and analytical skills that ... are so important for successful Agile adoption.” He introduces the Agile Performance Holarchy.
Bob Galen tells of IT leaders who turn to him in frustration as their Agile adoption efforts sputter. Why won’t their teams take the initiative? Why do team members wait to be told what to do? Galen has some uncomfortable news for these clients — it may not be the team but the leader who is at fault.
Jesse Fewell discusses the debate between proponents of a “culture-first” approach to Agile transformation and those who favor a “structure-first” strategy. He describes the pitfalls of each and makes the case that Agile adoption succeeds best when leaders “encourage a conversation that incorporates both perspectives.” He offers three tips for bridging the divide, then introduces the Agile Leadership Canvas.
This article focuses on “Leadership Agility.” The author has done extensive research on leadership and created a leadership development model that works exceptionally well in companies undergoing an Agile transformation.