Purpose
With Agile’s success in accelerating software products and services that customers valued and with the increasing importance of software in general business strategy, business leaders are increasingly turning to Agile for every aspect of their operations.
Design/methodology/approach
There are more than 70 different Agile practices. The author advises traditional managers on how to make sense of such a bewildering assortment of ideas.
Findings
His research found thatrganizations that have embraced Agile practice three core principles–The Law of the Small Team; The Law of the Customer; The Law of the Network.
Practical implications
The first and almost universal characteristic of Agile organizations is that practitioners share a mindset that work should be done in small autonomous cross-functional teams working in short cycles on relatively small tasks that deliver value to customers and getting continuous feedback from the ultimate customers or end users.
Originality/value
As a network, the organization becomes a growing, learning, adapting organism that is in constant flux to exploit new opportunities and add new value for customers. The future of Agile is ultimately about implementing the third principle: the whole organization operating as an interactive network. In the rapidly evolving “Connected Economy” the power of the network is increasing geometrically.
