Unlocking Agility: An Insider's Guide to Agile Enterprise Transformation, 1st edition
BRAND: PEARSON
eBook edition. 1 Year Subscription. Dành cho Cá nhân | Trường ĐH, Nhóm, Thư Viện: Gọi 0915920514 để báo giá Pearson, Vital Source eBook hoặc mua Sách In
Tổng quan sách
Trong thập kỷ qua, Jorgen Hesselberg đã có cái nhìn thú vị về một số ứng dụng Agile đáng chú ý (Spotify, Yahoo, Walmart, v.v.). Không phải tất cả việc áp dụng đều diễn ra suôn sẻ hoặc thậm chí thành công. Từ những trải nghiệm trực tiếp này (với tư cách là một người thực hành), anh ấy sẵn sàng chia sẻ những gì mình đã học được để các cá nhân tại các tổ chức lớn hơn có thể học cách điều hướng tốt nhất trong việc áp dụng linh hoạt. Cho dù một tổ chức ủng hộ LeSS, SAFe hay bất kỳ phương pháp nào khác, Hesselberg có thể hướng dẫn người đọc cách chuẩn bị cho quá trình chuyển đổi và trở thành tác nhân cho một sự thay đổi thành công.
- Forewords by Bjarte Bogsnes and Rich Sheridan xixPreface xxvAcknowledgments xxxiAbout the Author xxxiiiPART I: THE CASE FOR AGILITY 1
- Chapter 1 The Agile Imperative 3Athens Beats Microsoft 4Origins of Modern Management 6 Scientific Management: Building More Efficient Machines 7 The Rise of the Knowledge Worker: Unlocking the Creative Potential 8 Software Eats the World: Embracing Uncertainty and Becoming Agile 10 VUCA and Cynefin: Orienting Businesses in a Brave New World 16 The Cynefin Framework 18Leadership in a Complex World 21Business Agility: Accelerating Organizational Learning 22Summary 24Q&A 24Further Resources 26Footnotes 27
- Chapter 2 Enterprise Agility 29Defining Enterprise Agility 29Designing Business Agility: Balancing Three Critical Levers 32 Building the Right Thing (Value) 33 Building the Thing Right (Quality) 40 Building at the Right Speed (Optimizing for Flow) 43Unlocking Agility in the Enterprise 50Performance Multipliers: Five Critical Dimensions of Agility 51Summary 53Q&A 54Further Resources 56Footnotes 57PART II: FIVE DIMENSIONS OF AGILITY 59
- Chapter 3 Technology 61Building the Right Thing: Creating Products Customers Love 62 Business Model Canvas: An Interactive Tool for Instant Alignment 62 Lean Startup: A Method for Validating That You’re Building a Product Worth Building 65 Cost of Delay: Understanding the Impact of Time to Life Cycle Profits 68Building the Thing Right 74 Scrum: Building Value Incrementally and Iteratively 74 Kanban: Taming Chaotic Environments Through Visualization 79Building at the Right Speed: Optimizing for Flow 81 XP 82 Value Stream Mapping 86Summary 89Q&A 90Further Resources 93Footnotes 95
- Chapter 4 Organizational Design 97Physical Workplace Design 97 Designing for Great Teams 98 The Science Behind High-Performing Teams 99 Case Study: More Effective Collaboration Spaces at NAVTEQ 100Organizational Structure 107 Functional Structure 108 Divisional Structure 110 Matrix Structure 111 Emergent Organizational Structures: Sociocracy and Holacracy 113 An Agile Organizational Structure? 116Heuristics of Agile Organizational Designs 120Summary 121Q&A 122Further Resources 124Footnotes 125
- Chapter 5 People 127Never Underestimate the Importance of People 130Characteristics of People in Agile Organizations 132 Fostering a Growth Mind-Set 132 Developing an Enterprise Growth Mind-Set 134 Embracing Diversity 135Strategies for Building an Environment Supportive of Agile People 137Implications for HR in an Agile Organization 138 Partner with Teams to Improve Recruiting 138 Design Meaningful Compensation, Rewards, and Recognition Plans 140 Create More Relevant Roles and Define a More Flexible Career Path 141 Empower People by Moving Authority Closer to the Team 142 HR: From Controlling Function to Unlocking Enterprise Agility 143Summary 144Q&A 144Further Resources 146Footnotes 147
- Chapter 6 Leadership 149Impact of Leadership 150 Level 5 Leadership 152 Level 5 Leadership = Agile Leadership? 153Teal Leadership 154 Red: Lead Through Force 156 Amber: Lead Through Fiat 157 Orange: Lead Through Efficiency 157 Green: Lead Through Responsibility 158 The Organization: An Organic Ecosystem of Interrelated Parts 158 Teal: The Organization as a Living Entity 159 The Teal Organization: A Blueprint for the Organization of the Future? 160Beyond Budgeting: An Agile Management Model 161 Origins of Beyond Budgeting 162 Beyond Budgeting: Less Top-Down Control, More Trust and Empowerment 162The Death of the Traditional CEO? 165Three Essential Themes of Agile Leadership 167Summary 168Q&A 169Further Resources 171Footnotes 172
- Chapter 7 Culture 173The Profound Impact of Culture 175How We Experience Culture 176The Schneider Culture Model 177 Collaboration—“We Succeed by Working Together” 178 Control—“We Succeed by Getting and Keeping Control” 179 Competence—“We Succeed by Being the Best” 181 Cultivation—“We Succeed by Growing People Who Fulfill Our Vision” 182Culture’s Impact to Sustaining Change 183 Changing Organizational Culture 185Characteristics of Business Agility Metrics 191 Actionable 191 Accessible 191 Auditable 192 Additional Heuristics 192Examples of Meaningful Business Agility Metrics 194 Metrics That Help Support Building the Right Thing 195 Metrics That Help Support Building the Thing Right 197 Metrics That Help Support Building at the Right Speed (Flow) 199Performance System Changes -> Behavior Changes -> CultureChanges 202Summary 202Q&A 203Further Resources 205Footnotes 206PART III: UNLOCKING AGILITY 209
- Chapter 8 Building Your Organization’s Agile Working Group 211The AWG: Mission and Purpose 211Characteristics of the AWG 216 Complementary 216 Dedicated 217 Knowledgeable 218 Credible 219 Humble 219 Champion 220Role of External Consultants 221Organizational Structure and the AWG 222 Whole System View 222 Temporary Lifespan 223 Dual-Boot Operating System 224Recruiting for the AWG 225 Resistance from Managers 225 Hesitation from Potential Candidates 226The AWG: What’s in It for You? 228Summary 228Q&A 229Further Resources 230Footnotes 231
- Chapter 9 An Operating Model for Business Agility 233Unlocking Agility: Embrace Change, Execute with Purpose 235Exploration: An Engine for Embracing Change 237 1. Establish Partnerships with External Innovation Hubs 241 2. Take Ownership Interest in Potential Disruptors 242 3. Acquire Disruptive Competitors—and Let Their Culture and People Flourish 243 4. Create an Internal Culture of Disruptive Innovation 244Exploitation: Executing Proven Strategies with Purpose 246 Lost in Translation: How Product Strategy Turns from Vision to Hallucination 247 Executing with Purpose Through Progressive Refinement 249 Executing with Purpose Through Fast Organizational Feedback Loops 263Creating a Balance: Embracing Change and Executing with Purpose in the Right Proportions 266On Scaling Frameworks 267 Scaled Agile Framework (SAFe) 267 Large-Scale Scrum (LeSS) 267 Disciplined Agile Framework 268 Benefits of Scaling Frameworks 268 Drawbacks of Leveraging Scaling Frameworks 269Summary 270Q&A 271Further Resources 273Footnotes 274
- Chapter 10 Unlocking Agility: A Strategic Roadmap 277Unlocking Enterprise Agility: A High-Level Strategic Roadmap 278 Partnered Transition (Wave 1) 279 Self-Guided (Wave 2) 280 Innate (Wave 3) 281What Agility Looks Like in Action: Applying the Five Dimensions of Organizational Agility 283 Technology 284 Organizational Design 285 People 285 Leadership 287 Culture 288Identifying and Driving Change Through an Organizational Improvement Backlog 289 Unlocking Agility in an Agile Manner 289 Step 1: Define and Communicate a Clear Purpose for the Transformation 290 Step 2: Identify Key Impediments Preventing Us from Reaching the Goal 290 Step 3: Build and Execute the Transformation Backlog 294 Step 4: Maintain Momentum: Continuously Monitor Progress, Communicate Results, Seek Feedback, and Celebrate Failures 300 Top 10 Items Leading to Transformation Failure 303 Seven Signs You’re on Your Way to Unlocking Agility 308The Road Ahead: Now What? 311Summary 312Q&A 313Further Resources 314Footnotes 315Index 317
.svg)