"If you need ammunition to spur your action into better action when it comes to a
August 8, 2011 | Authored By: Gabriele Piccoli
Showing 541 - 560 of 1374
Agile is well served by exploring the connections betwe
November 26, 2013 | Authored By: Bhuvan Unhelkar
Over the years, I've had a growing suspicion that has turned into a certainty: the success of agile adoption eff
December 31, 2008 | Authored By: Amr Elssamadisy
Until this title is put in context, it seems like a strange position for anyone to take.
April 10, 2007 | Authored By: Robert Wysocki
It's hard to pick up a business magazine or IT trade journal without being bombarded by articles on e-business, e-commerce, e-this, and e-that.
May 31, 2000 | Authored By: Ed Yourdon
A North American energy-producing company was seeking to understand how to change its status-quo pattern of finding new solutions only when it was abundantly clear it would be unable to meet its yearly market targets. In short, it was looking for a different approach to conducting its operations organization. To that end, I encouraged leadership to focus on several areas, including the topic of this Advisor: fostering a mindset of challenging the status quo on everything.
August 8, 2019 | Authored By: Simon Orrell
Transcending software development, this Executive Report outlines fundamental reasons for the popularity of Agile, the risks associated with the subjective element of Agile, and how to balance the flexibility with planning through a well-established Composite Agile Method and Strategy (CAMS).
February 4, 2014 | Authored By: Bhuvan Unhelkar
BRIDGING E-BUSINESS AND ADDED TRUST:
CUTTER BENCHMARK REVIEW VOL. 14, NO. 3
March 1, 2014 | Authored By: Joseph Feller
The past week has seen unprecedente
June 10, 2013 | Authored By: Peter Kaminski
CUTTER BENCHMARK REVIEW VOL. 13, NO. 4
December 26, 2013 | Authored By: Joseph Feller
As we explore in this Executive Report, Organizational Agility™ is the capability of an enterprise or partnering enterprises to rapidly adapt to internal or external needs through collective creativity, learning, and knowledge. Groups can learn to recognize these collective characteristics using the models of vision, Group Coherence, and process ambidexterity. The targeted practice of Cooperative Inquiry, Group Coherence Ingredients, operating rhythm techniques, and Lean Six Sigma methodology develops Organizational Agility maturity. The Organizational Agility Maturity Rubric™ can be used to assess the maturity of Organizational Agility characteristics and target agility improvements.