Agile has the power to transform work-butt 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 and 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-thee 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-orr trying to sustain high agility.
Darrell Rigby is a Boston-based partner and head of Bain & Company's Global Innovation and Agile practices. He is also the former head of Bain’s Global Retail practice. He joined the firm in 1978 and was elected to the partnership in 1982. In 42 years of consulting, Mr. Rigby has led assignments in a wide variety of industries, including innovative growth strategies for more than 100 of the world’s leading companies. Mr. Rigby is a frequent speaker and author on strategy issues, including Agile Innovation, BothBrainR innovation, Open-Market Innovation, Winning in Turbulence, and Omnichannel Retailing. He has been a keynote speaker at global business conferences, and has made media appearances on CNN Moneyline, CNBC, NPR, and Bloomberg. His research is widely published in the business pages of many U.S. and international publications, including The Harvard Business Review, The Wall Street Journal, BusinessWeek, and The Financial Times. He is a certified Scrum Master, and skilled Agile trainer, coach, and practitioner. He recently co-authored articles about Agile Innovation in the Harvard Business Review, including “Agile at Scale,” “Embracing Agile” and “The Secret History of Agile Innovation” with Jeff Sutherland (the inventor of Scrum). Mr. Rigby is the author of the book Memo to the CEO: Winning in Turbulence (Harvard Business Press). In 1993, he founded and launched Bain's Management Tools Survey, a global survey on the usage, satisfaction, and effectiveness of the most widely used management tools among a broad range of senior executives. For the past 25 years, he has published Management Tools: An Executive's Guide, containing the 25 most popular and pertinent tools. His next book, Doing Agile Right (Harvard Business Press), will be available in May 2020. Prior to joining Bain, Mr. Rigby earned an MBA from Harvard Business School with high distinction and was a Baker Scholar. He is a graduate of Brigham Young University where he received a BS in business management, summa cum laude.
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