Doing Agile Right: Transformation Without Chaos

Rigby, Darrell; Elk, Sarah; Berez, Steve

ISBN 10: 163369870X / ISBN 13: 9781633698703

Published by Harvard Business Review Press, 2020

About this Item

All pages and cover are intact. Dust jacket included if applicable, though it may be missing on hardcover editions. Spine and cover may show minor signs of wear including scuff marks, curls or bends to corners as well as cosmetic blemishes including stickers. Pages may contain limited notes or highlighting. "From the library of" labels may be present. Shrink wrap, dust covers, or boxed set packaging may be missing. Bundled media e.g., CDs, DVDs, access codes may not be included.

Seller Inventory # 466U1F002HM5

Bibliographic Details

• Title: Doing Agile Right: Transformation Without Chaos
• Publisher: Harvard Business Review Press
• Publication Date: 2020
• Language: English
• ISBN 10: 163369870X
• ISBN 13: 9781633698703
• Binding: Hardcover
• Condition: good

About this title

Synopsis

Agile has the power to transform work--but only if it's implemented the right way.

For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack.

Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way.

The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise.

Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility.

About the Author

Darrell Rigby is a partner in the Boston office of Bain & Company, where he leads the Global Innovation practice. He is a frequent speaker and writer on innovation, agile, and retail and has appeared on CNBC, CNN's Moneyline, and Bloomberg. His research has been published in Harvard Business Review, the Wall Street Journal, Bloomberg Businessweek, the Financial Times, and other publications. Sarah Elk is a partner in Bain's Chicago office and the global head of the firm's Operating Model practice. Steve Berez is a partner in Bain's Boston office and a founding member of the firm's Enterprise Technology practice.
You can visit the authors on LinkedIn at:
Darrell Rigby: linkedin.com/in/darrellrigby/
Sarah Elk: linkedin.com/in/sarah-elk-6b643/
Steve Berez: linkedin.com/in/steveberez/