Four recommendations to gain enterprise-wide agility.
In a world in which the average lifespan of an S&P constituent company has declined by two-thirds in the past 60 years, agility – the ability to adapt rapidly to market and environmental changes in a productive and cost-efficient way – is the key to survival. But it’s not enough to merely “do” Agile. To survive these days, you also have to “be” Agile. And yet, although the overwhelming majority (90%) of organizations today practice Agile to some extent, a mere 20% ever achieve maturity.
To understand why this is the case, for the new report by the Capgemini Research Institute, Agile at Scale, we conducted in-depth interviews with over 45 executives from global organizations in various sectors that have scaled Agile beyond IT or at a program or portfolio level. We found that Agile frontrunners simply do things differently. They:
Scaling Agile can reap significant results, but it isn’t always easy. Culture and mindset constitute the biggest obstacles, but organizations often face technical, business, and even leadership hurdles as well. That’s why it’s so important to embrace the characteristics of Agile frontrunners. Doing so will eventually help create a culture that encourages experimentation, learning, and adaptability to changing conditions.