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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
For an Agile Transformation, Choose the Right People
內容大綱
Agile methodology, created to fast-track software development, is now being used throughout organizations by teams that want to execute projects quickly. But those efforts often don't pan out, say Babson's Rob Cross and Alia Crocker and Harvard Law School's Heidi K. Gardner. Their research reveals that many large agile initiatives not only miss their goals but also cause organizational disruption--including staff burnout, the loss of key talent, and infighting among teams. What's going wrong? With the help of organizational network analysis--a methodology for mapping how people collaborate--the authors have identified where unforeseen barriers undermine agile initiatives. The main problem they found: Traditional practices for executing agile projects are ineffective. Companies err by staffing agile teams only with stars, isolating them from the main business, and dedicating members 100% to teams. In this article, they offer alternative approaches: tapping "hidden stars," who will be less overloaded, for agile initiatives, and then identifying and reaching out to highly connected potential resources who can bring in expertise as needed.