– The author has traveled to leading organizations that have developed and implemented a set of goals, practices and values that were better suited to the emerging marketplace of the 21st Century.
– He observed that the workplaces they create are different. They are highly interactive and can mobilize vast ecosystems of partners and customers, enabling them to achieve massive scale without sclerosis.
– His conclusion: The managers are not just tinkering with obsolete practices that are increasingly irrelevant and ineffective. These organizations have been creating something fundamentally different: a culture of agility.
– Research involves preliminary field observations.
– He describes in detail how established organizations can make the transition to an Agile process and culture.
– This article offers step-by-step advice and a case study on how to become a truly Agile company.
