Strategic agility in a changing world

Over the past two decades, advances in technology have triggered unprecedented changes across all aspects of society. In the business world, this tech-shift has created a context of constantly evolving customer and market needs. Developments in digital technologies, such as smart devices, the Internet of Things (IoT), artificial intelligence (AI) and blockchain, have disrupted and transformed markets at astonishing speed. The world as we know it today is volatile, uncertain, complex and ambiguous1. As a result, the strategies that once delivered deep market power and long-term dominance are no longer effective.

In a world that is constantly changing, the target state is no longer static, but ‘will constantly move as the wider context changes and evolves. In this paper, we will look at:

  • How organizations need to adapt their approach to strategy to survive in the current business context.
  • How adopting and embracing AgileSHIFT™ practices and principles can support them in this.

Download this whitepaper to learn more.

Leadership within Lean-Agile Enterprises

The move towards more responsive and higher performing IT organizations is well-established, using terms like Lean, Agile and DevOps. These philosophies have proven to be successful in sufficient cases that many businesses are following the lead of the early adopters.

Leaders play a somewhat confused role in the move to becoming a more agile organization. They enthusiastically embrace the possibility of escaping the current siloed structure, in which the massive amounts of coordination required cause a slow response to rapidly changing market conditions. On the other hand, as with previous attempts to improve the performance of their organization, they see this transformation as something that primarily affects the operational teams. This leads to a ‘missing link’ in most transformations: a lack of adjustment of leadership behaviors.

This white paper categorized the work of leaders into 6 areas:

  • Organizing
  • Visioning
  • Planning
  • Cascading
  • Monitoring
  • Developing

ITIL® 4, IT Service Management and Agile

The digital economy is increasing the pressure on organizations across the globe. They are trying to keep pace with the adoption of new technology, hoping it will positively impact their business models and create sustainable competitive advantages. One of the most effective approaches is to ‘become agile’.

There’re several methods (or frameworks) that are classed as Agile, such as Scrum, Lean IT, and Kanban. It is a flexible and adaptive approach that allows an effective and efficient response to change.

By becoming agile, organizations aim to achieve:

  • Digital Transformation
  • Increase Competitiveness
  • Business Model Improvement
  • Agility in a changing environment to create new products and services

Download this whitepaper to find out more and learn how ITIL 4 certification provides a practical and flexible basis to support organizations on their journey to the new world of digital transformation.

Transforming Into An Agile Enterprise

Traditional organizational control can no longer cope with the ever-increasing pace of changes in an organization’s environment. For organizations that want to participate in a market where the speed of decision-making and time to market are of the essence, being ‘slightly agile’ isn’t enough. An organization that focuses solely on teams will at best achieve sub-optimization and not the required time to market and innovative capacity.

Quint helps organizations to become agile by optimizing the cohesion between teams and management control. The results can be as below:

  • Increase in customer and employee satisfaction
  • Time to market is reduced
  • Teams are ready to take on the important role they have in the organization

Download this whitepaper to explore more and do check out our Agile Project Management offerings on our site.

How to select and develop individuals for successful agile teams: A practical guide

This study explores the values and traits of the individuals who make up successful agile teams. It offers a practical guide to both define core concepts as well as offer ways to better recruit for and coach teams. The findings are based on extensive interviews and surveys of Professional Scrum Trainers and practitioners across the Scrum.org community. Two sets of factors were outlined to approach selecting and training people for your agile organization

• The personality traits that make an agile team culture bloom

• The kind of values that people bring to their work

Download this whitepaper now to find out more.

Bonus Tip: Training your people in agile working is the ideal way to align your organization or project team with the concepts of Agile and its associated methodologies. Although many people talk about using Agile, there are many misconceptions and misunderstandings. Proper Agile training helps to embed the concepts and clarify the differences between the various methods available.