THE ELUSIVE AGILE ENTERPRISE

Recommendations

Info

LOOKING AHEADWith 75% of respondents working ontransforming their organizational structure,a whole new approach to leadership is fastemerging. “Leadership in the next three tofive years will be about thinking, creatingand doing,” predicts Ingram. “It won’t beabout leading from the front; it will be aboutparticipating. Leadership will be aboutknowing how to encourage collaborationby setting a clear vision for project solutionsand putting the right talent in place.”But good leaders need enterpriseagility to thrive. As innovation continuesto upend industries, the demand forAgile transformations will grow. It’sone thing to inch beyond traditionalwaterfall management. It’s another toexpand an Agile mindset, structures andapproaches across an entire organization,from manufacturing plants to marketingdepartments.In fact, while 69% of survey respondentsare very or extremely satisfied with strategy,only 55% are satisfied with its execution—a sign that it’s easier to design an Agile strategy than implement it. Obstacles to agility,cited by respondents, include competing priorities (67%), a lack of Agile champions (57%) and not knowing how to becomeAgile (56%).To drive greater adoption of agility across an organization, many respondents are hiring third-party consultants (68%); othersare creating incentives (55%) for change. “Third-party providers can have excellent collaborative success with companies byproviding experience,” says Justice. “Having more and more people with deep Scrum experience in a company is radical interms of project delivery speed.”In addition to enlisting third-party expertise, our survey findings and in-depth interviews reveal three key requirements forsuccessful Agile transformations, including a supportive C-suite, the right mix of talent and an Agile-friendly culture. Together,these critical factors can support an organization’s transformation efforts in an era of economic fluctuations, demandingcustomers and digital disruption.There’s already cause for optimism. Looking forward, 31% of leaders believe their company will be significantly more Agile. But ifagility is to be the lifeblood of a successful business, organizations must learn to apply its powers across interdepartmental borders.16 | THE ELUSIVE AGILE ENTERPRISE: HOW THE RIGHT LEADERSHIP MINDSET, WORKFORCE AND CULTURE CAN TRANSFORM YOUR ORGANIZATION
METHODOLOGYThe research in this report is based on a Forbes Insights survey of 1,007 executives across the globe. Half of theirorganizations generate between $100 million and $1 billion in revenue annually; the other half generate $1 billionor more in revenue. Respondents hail from a range of industries including industrial products/manufacturing (14%),banking (13%), telecommunications (9%) and consumer products (8%). Geographies represented in the survey includeAsia-Pacific (30%), North America (30%), Europe (20%), Latin America (10%) and the Middle East and Africa (10%).INDUSTRIES14% 13% 9% 8%Industrial products/manufacturingBanking Telecommunications Consumer productsGEOGRAPHIESNORTH AMERICA30%LATIN AMERICA10%EUROPE20%MIDDLE EAST& AFRICA10%ASIA PACIFIC30%https://www.scrumalliance.org/forbesCOPYRIGHT © 2018 FORBES INSIGHTS | 17
Page 1: IN ASSOCIATION WITH:THE ELUSIVEAGIL
Page 4 and 5: FOREWORDAs the second decade of the
Page 6 and 7: industries. Questions explored exec
Page 8 and 9: THE STATE OF AGILITYA vast majority
Page 10 and 11: Indeed, using a Scrum framework can
Page 12 and 13: But when it comes to building an Ag
Page 14 and 15: their organization as a catalyst fo
Page 18 and 19: ACKNOWLEDGMENTSForbes Insights and
Page 20: ABOUT FORBES INSIGHTSForbes Insight

THE ELUSIVE AGILE ENTERPRISE

Create successful ePaper yourself

Delete template?

Save as template?