Learn the three key operating processes employed by the agile enterprise and see how they work together to deliver the responsiveness that generates profits in a high change economy. See strategies for the innovative and pragmatic use of people, process and technology that enable the agile enterprise to emerge. Case study examples from the author's own experience are provided to illustrate a proven and practical approach for organizations that wish to become agile and the benefits they will reap from doing so.
|Publisher:||Meghan Kiffer Pr|
|Product dimensions:||5.40(w) x 7.80(h) x 0.40(d)|
About the Author
He is a regular columnist for Computerworld and CIO magazine. His other books include: Building the Real-Time Enterprise: An Executive Briefing; Essentials of Supply Chain Management, 2nd Ed.; and CIO Best Practices: Enabling Strategic Value with Information Technology. He holds an MBA from Northwestern University's Kellogg School of Management.
Table of ContentsChapter 1. A Most Amazing Innovation
Definition of the Agile Enterprise
It's Already Happening
Efficiency Versus Responsiveness
The Great Game of Business
The Promise of Business Agility
Chapter 2. Theory of the Agile Enterprise
The Roots of the Idea
Who's Agile and Who's Not
The End of Control As We Know It
Responsiveness Trumps Efficiency
Toward an Agile Operating Strategy
Use People and Computers Each for Their Strengths
Agile Systems for Agile Operations
A Key Competency for Business Executives
Chapter 3. Becoming Agile
Structure of the Agile Organization
It's Often Counterintuitive at First
Networks Foster Agility / Visibility is Your Friend
Leadership for the Agile Organization
Strategically Focused, Tactically Agile / Serious Games
Chapter 4. Real World Examples
Agility and Innovation in a Three-Step Process
Show Them the Money: The Extra Few Percent
Agility in Action: A Story of Customer Service
The Robust 80% Solution
Appendix A: Measure Your Agility
What People are Saying About This
"This book is a must read for anyone considering changing the project or development paradigm in their company to be more responsive. Mike Hugos provides simple, straight forward ideas, concepts, examples and exhibits that have you nodding your head in agreement page after page. Each time you finish a section you are asking yourself "why aren't we doing more of this?" He not only gives you very concise steps and actions that will help you attain both IT and business agility, but makes it clear that you need to create a mindset and culture shift that is absolutely attainable. His practical approach and methodologies to attaining agility is actually agile in itself."--(Frank W. Enfanto, Vice President, Blue Cross Blue Shield, Massachusetts)
"In today's global marketplace, the emphasis for any organization must be on responsiveness to changing market conditions. Ignore this fact and your organization will be in a race to the bottom. With this book Michael succinctly describes the challenges facing businesses today as they struggle to adapt to the dynamic global economy. He provides a clear roadmap for becoming more responsive, agile, and ultimately better positioned to deal with the one business constant we all face, change."--(Ken Burbary, SVP, Campbell Ewald, Inc.)
In a hyper-competitive global economy such as the one that is now emerging, the relentless quest for efficiency will work for only the two or three most efficient players in any industry. What then will all the other companies in those industries do to survive and even thrive? The answer for them is to be "efficient enough," but then concentrate, instead of just on efficiency, on responsiveness, for that's where real competitive advantage lies in the 21st century.
By being responsive to the needs and desires of specific groups of customers, companies can wrap their products and services in a blanket of value-added services to consistently earn an additional two to four percent (and sometimes more) in gross margin than they would otherwise earn for the product or service alone. This customer and market specialization is the most promising and the most sustainable source of profits in our fluid, real-time economy.
I have had the opportunity to put many of the ideas in this book to actual use in business situations and found out what works and what does not. The material presented here is a mix of both theory and practice based on real world experience.
Chicago, Illinois USA