Doing Agile Right Transformation Without Chaos (16%)

[github-actions[bot]]

Congrats on adding Doing Agile Right by Darrell K. Rigby, Sarah Elk, Steven H. Berez to your bookshelf, I hope you enjoy it! It has an average of unknown/5 stars and 0 ratings on Google Books.

Book details (JSON)

```json { "title": "Doing Agile Right", "authors": [ "Darrell K. Rigby", "Sarah Elk", "Steven H. Berez" ], "publisher": "Harvard Business Press", "publishedDate": "2020-05-26", "description": "Agile has the power to transform work--but only if it's implemented the right way. For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack. Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way. The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise. Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility.", "image": "http://books.google.com/books/content?id=lVmnDwAAQBAJ&printsec=frontcover&img=1&zoom=1&edge=curl&source=gbs_api", "language": "en", "categories": [ "Business & Economics" ], "pageCount": 256, "isbn10": "1633698718", "isbn13": "9781633698710", "googleBooks": { "id": "lVmnDwAAQBAJ", "preview": "http://books.google.com/books?id=lVmnDwAAQBAJ&printsec=frontcover&dq=intitle:Doing+Agile+Right+Transformation+Without+Chaos&hl=&cd=1&source=gbs_api", "info": "https://play.google.com/store/books/details?id=lVmnDwAAQBAJ&source=gbs_api", "canonical": "https://play.google.com/store/books/details?id=lVmnDwAAQBAJ" } } ```

When you're finished with reading this book, just close this issue and I'll mark it as completed. Best of luck! 👍

[ryanlevell]

Page 19: "More innovation improves results. If you are disappointed in your company's performance, feeling a little unbalanced, and wondering whether to nudge the organization toward doing less or more innovation, chances are good that the right answer is more."

[ryanlevell]

Page 40: "To tackle an opportunity, the organization forms and empowers a small team, usually three to nine people, most of whom are assigned full time. The team is multidisciplinary and includes all the skills necessary to complete its tasks. It manages itself and is strictly accountable for every aspect of the work. Senior leaders tell team members where to innovate but not how. Confronted with a large, complex problem, the team breaks it into modules, develops solutions to each component through rapid prototyping and tight feedback loops, and integrates the solutions into a coherent whole. Members place more value on adapting to change than on sticking to a plan. They hold themselves accountable for outcomes (such as growth, profitability, and customer loyalty), not just outputs (such as lines of code or number of new products). The teams work closely with customers, both external and internal. Ideally, this puts responsibility for innovation in the hands of the people who are closest to those customers. It reduces layers of control and approval, thereby speeding up work and increasing the teams' motivation."

Page 41: "The agile mindset abhors work in process (WIP). WIP ties up work while adding no value. The longer it sits, the more it costs. Meanwhile, customer needs are changing, competitors are innovating, and WIP is growing obsolete. So agile favors small batches, produced in time-limited (less than a month) work cycles called sprints. Contrary to some skeptics opinions, agile practitioners do not run short sprints to make team members work harder. They run short sprints to encourage fast feedback from real customers. A short sprint encourages agile teams to think about how they can quickly create something worth testing. Short sprints also make it easier for team members to synchronize long, slow processes with fast ones."