The Agility Myth

The Agile Manifesto offered a philosophy for accomplishing technical work efficiently; The Agile Enterprise builds on the previous text and outlines how to apply Agile concepts throughout an organization. Filled with real-world examples, this book will show students how to break large problems down into smaller, manageable ones; assist managers in finding their value with self-managing teams; and help executives track and recognize success in their businesses. Several methodologies are outlined to help teams operationalize Agile ideas. Organizations should adapt these methodologies to their own circumstances and remember that, with Agile, individuals and interactions are the key, not tools and processes. Chapter 1 introduces the concept of agile businesses and explains how most organizations are not agile because of the difficulty of developing cohesion between the various teams, such as the marketing, engineering, and human resources teams. To become agile, businesses must first examine various executives' differing goals and measures for success; customer satisfaction is ultimately the common objective among leaders. Agile companies are able to recognize when they are not addressing their customers' problems well and are then able to pivot; companies that are unable to do this will face growth issues even after being a successful startup. Change in processes, culture, and personnel may need to happen to increase company agility. Managers should create processes to fit the business's needs.

• Organizational change
• Business management
• Leading change
• Enterprise agility
• Agile project management
• Change management