In Brief
The Ambition
To go from a handful of agile innovation teams in a function like software development to scores, even hundreds, throughout your company—to make agile the dominant way you operate
The Challenges
Figuring out where to start and how fast and far to go, deciding which functions can and should be converted to agile teams and which should not, and preventing slow-moving bureaucracies from impeding those that do convert
The Solution
Leaders should use agile methods themselves and create a taxonomy of opportunities to set priorities and break the journey into small steps. Workstreams should be modularized and then seamlessly integrated. Functions not reorganized into agile teams should learn to operate with agile values. The annual budgeting process should be complemented with a VC-like approach to funding.
By now most business leaders are familiar with agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they almost always result in higher team productivity and morale, faster time to market, better quality, and lower risk than traditional approaches can achieve.
