Get Agile for adaptive execution

Adaptive execution is a vital discipline for thriving in this age of digital transformation. And becoming Agile can help your organization do it.

Adaptive execution — as defined by the Leading Edge Forum (LEF), the commercial think tank of DXC Technology — means being able to respond quickly to threats and exploit new opportunities. It’s also, according to LEF, one of the six important activities digital leaders must do well to create thriving 21st century organizations.

Adaptive execution also requires new capabilities and processes, greater transparency, a culture of collaboration and learning, fluid structures and what LEF calls “digital governance.” Basically, the organization’s culture needs to be changed from hierarchical and controlling to flat and collaborative.

Banking on Agile

What’s that got to do with Agile? A great deal.

Agile approaches to business management can help organizations increase their flexibility, responsiveness and ability to respond with speed and innovation to a wide range of marketplace changes.

The business benefits of adopting Agile practices are available even to organizations with deep legacies and long-established practices. For example, a major global bank recently announced a corporate-wide restructuring using Agile approaches, aimed at making the bank more flexible and able to respond to new, technology-based competitors.

The bank, as part of the restructuring, now plans to create 18 groups, known internally as “tribes,” made up of 150 teams, or “squads,” each with 10 or fewer people. The bank also intends to slash bureaucratic layers and create multidisciplinary teams.

The Agile advantage

What’s more, the Agile approach can be applied to managing nearly any enterprise in any industry. Similarly, many organizations have adopted related frameworks, including Lean (for eliminating waste) and Six Sigma (for improving processes).

Agile organizations also shed their old, hierarchical approaches to staffing and management, replacing them with adaptable, self-organizing and self-managing teams. These teams are tightly knit, composed of members with different skills, and based on trust, continual feedback and empowerment. Their top priority: transforming business goals into concrete products and services.

Digital transformation requires more than just new technology. A 21st century organization must also transform its processes, management approaches, and even how people do their work. All that means making your organization Agile.

Read more in the white paper, “Creating the Agile organization.”


Sarunas Dargelis is an Agile evangelist, lead trainer and coach working as a project and program manager at DXC Technology. He runs DXC’s Agile Delivery Team and Agile Arms Community of Practice, combining Waterfall and Agile worlds. Sarunas also provides Agile coaching and mentoring services worldwide. He is a Certified Scrum Professional (CSP), Certified Scrum Master (CSM) and Certified Scrum Product Owner (CSPO). Sarunas is also certified in PMP, ITIL, MSP, SAFe Program Consultant (SPC) and LeSS. Connect with Sarunas on LinkedIn.

RELATED LINKS

Becoming an Agile organization

Are you really Agile?

Are you an Agile Servant Leader?

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