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Coles Adaptive Leadership: Accelerating Enterprise Agility at Bayshore Shopping Centre in Ottawa, ON
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Lessons from Agile’s First Decade…Leadership for Agile’s Next Decade
The agile software movement has now been around for a full decade. As coauthor of the original Agile Manifesto , Jim Highsmith has been at its heart since the beginning. He’s spent the past decade helping hundreds of organizations transition to agile/lean. When it comes to agile, he’s seen it all–in a variety of industries, worldwide.
Now, in Adaptive Leadership , he has compiled, updated, and extended his best writings about agile and lean methods for a management audience. Highsmith doesn’t just reveal what’s working and what isn’t; he offers a powerful new vision for extending agility across the enterprise.
Drawing on what’s been learned in application development, this guide shows how to use adaptive leadership techniques to transform the way you deliver complete solutions, whatever form they take. You’ll learn how enterprise agility can enable the ambitious organizational missions that matter most; how leaders can deliver a continuous stream of value; how to think disruptively about opportunities, and how to respond quickly by creating more adaptive, innovative organizations.
Coverage includes
Discovering and executing new business opportunities far more quickly
Delivering complete business solutions earlier, and iterating them more often
Organizing for innovation, and systematically managing opportunity flow
Clarifying the degree of strategic, portfolio, and operational agility you need, and focusing on your highest-value transformations
Creating cultures that actually can adapt and learn
Reinvigorating the roots of agile value and values
Understanding IT’s changing value proposition, and retraining your people accordingly
Integrating economics, products, and social responsibility
Choosing metrics that guide agility, not counterproductive traditional metrics
Understanding the financial implications of technical debt
Optimizing business value by doing less–and guiding the process with ”NOT to do“ lists
Speculating intelligently when you can’t plan away uncertainty
Customizing management to each project’s needs (because not all projects should be equally agile)
Lessons from Agile’s First Decade…Leadership for Agile’s Next Decade
The agile software movement has now been around for a full decade. As coauthor of the original Agile Manifesto , Jim Highsmith has been at its heart since the beginning. He’s spent the past decade helping hundreds of organizations transition to agile/lean. When it comes to agile, he’s seen it all–in a variety of industries, worldwide.
Now, in Adaptive Leadership , he has compiled, updated, and extended his best writings about agile and lean methods for a management audience. Highsmith doesn’t just reveal what’s working and what isn’t; he offers a powerful new vision for extending agility across the enterprise.
Drawing on what’s been learned in application development, this guide shows how to use adaptive leadership techniques to transform the way you deliver complete solutions, whatever form they take. You’ll learn how enterprise agility can enable the ambitious organizational missions that matter most; how leaders can deliver a continuous stream of value; how to think disruptively about opportunities, and how to respond quickly by creating more adaptive, innovative organizations.
Coverage includes
Discovering and executing new business opportunities far more quickly
Delivering complete business solutions earlier, and iterating them more often
Organizing for innovation, and systematically managing opportunity flow
Clarifying the degree of strategic, portfolio, and operational agility you need, and focusing on your highest-value transformations
Creating cultures that actually can adapt and learn
Reinvigorating the roots of agile value and values
Understanding IT’s changing value proposition, and retraining your people accordingly
Integrating economics, products, and social responsibility
Choosing metrics that guide agility, not counterproductive traditional metrics
Understanding the financial implications of technical debt
Optimizing business value by doing less–and guiding the process with ”NOT to do“ lists
Speculating intelligently when you can’t plan away uncertainty
Customizing management to each project’s needs (because not all projects should be equally agile)
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