Analyzing data from 4,195 survey participants at all levels of hierarchy (41 business units across 10 firms in different industries), Gibson & Birkinshaw found evidence of alignment and adaptability ambidexterity arising from contextual (behavioural) factors. They found significant correlation between context (performance management and social constructs) to ambidexterity, and ambidexterity to business units performance.
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This session explores the top 10 “good practices” in good agile and good management that help medium and large organizations reach enterprise agility. See the video here: https://www.agilealliance.org/resources/sessions/the-manager-role-for-enterprise-agility-this-is-what-good-looks-like/ Abstract/Description If you follow Scrum, XP, or the scaled versions of the same, it’s difficult to see the point of managers in an agile workplace. Teams get […]
You see, I thought I was the first agilist to make the connection between agile transformation models and organizational ambidexterity. Certainly, it seemed original when it emerged in conversation with my supervisor. In fact, it was Dr Alireza Javanmardi Kashan’s idea (better make it 13 signs), but it came from our conversation so we said […]
Agile Delivery means putting value in your customer’s hands in weeks not years. It also means being able to change your mind about what you want to deliver, as often as the market demands.
