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The age of agile how smart companies are transforming the way work gets done

Author: Stephen Denning
Publisher: New York AMACOM [2018]
Edition/Format:   Print book : EnglishView all editions and formats

Companies that embrace Agile Management can deliver instant, intimate, frictionless value on a large scale. Drawing on lessons learned from these bold companies, a renowned Agile advocate demystifies  Read more...


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Document Type: Book
All Authors / Contributors: Stephen Denning
ISBN: 9780814439098 0814439098 9780814439104 0814439101
OCLC Number: 1007489739
Notes: Includes index
Description: xxi, 314 Seiten Illustrationen
Contents: Foreword by Gary Hamel xi Introduction xiii PART ONE: AGILE MANAGEMENT 1 Chapter 1: More Value from Less Work 3 BOX 1-1: Manifesto for Agile Software Development 22 BOX 1-2: Glossary: Definitions of Agile, Scrum, DevOps, Kanban, Lean 23 Chapter 2: The Law of the Small Team 27 Chapter 3: The Law of the Customer 49 BOX 3-1: Paradigm Shifts in Science 67 BOX 3-2: Ultimate Customers, Internal Customers, and End-Users 69 BOX 3-3: Practices of the Law of the Customer 70 BOX 3-4: Aligning People Management with Agile Management at Cerner 73 Chapter 4: The Law of the Network 81 BOX 4-1: Agility Through Market-Based Approaches 94 BOX 4-2: Achieving Large-Scale Operations Through Platforms 96 BOX 4-3: "Big Bang" Change: Six Mistakes Salesforce Didn't Make 97 Chapter 5: Implementing Agile at Scale: Microsoft 103 Get the Right Balance of Alignment and Autonomy 106 Master the Role of the Agile Manager 108 Handle Dependencies at the Team Level 108 Ensure Continuous Integration 109 Keep on Top of Technical Debt 110 Embrace DevOps and Continuous Delivery 110 Continuously Monitor Progress 111 Listen to Customer Wants, but Meet Their Needs 112 Deal with Directions from Above 113 Use Self-Forming Teams to Encourage Team Ownership 113 Recognize the Team Is the Product 114 Build Quality from the Beginning 114 Use Coaching Carefully 115 Ensure Top-Level Support 115 Box 5-1: Flattening the Hierarchy Isn't the Answer 116 Chapter 6: From Operational to Strategic Agility 119 The Principles of Strategic Agility 122 Four Components of a Market-Creating Value Proposition 127 BOX 6-1: The Collapse of Sector Boundaries 134 BOX 6-2: The Path from Operational Agility to Strategic Agility 135 Chapter 7: Changing the Organizational Culture 139 BOX 7-1: SRI's "NABC Value Proposition" for Siri 155 PART TWO: MANAGEMENT TRAPS 157 Chapter 8: The Trap of Shareholder Value 163 BOX 8-1: The Unsound Legal Case for Shareholder Value 182 BOX 8-2: What Is True Shareholder Value? 183 BOX 8-3: Adam Smith and the Philosophical Origins of Shareholder Value Thinking 185 BOX 8-4: The Unanticipated Risks of Shareholder Value 187 Chapter 9: The Trap of Share Buybacks 193 The Challenge for Public Policymakers 199 The Challenge for Agile Leaders in Dealing with the Stock Market 199 The Challenge for Agile Managers Within the Corporation 201 BOX 9-1: Defending Share Buybacks 203 Chapter 10: The Cost-Oriented Economics Trap 205 The Case of Dell Inc. 206 The Urge to Offshore 209 A Permanent Loss of Expertise 211 Explaining Agile Management to a CFO 213 Throughput Accounting 213 BOX 10-1: Technical Debt, Regulatory Debt, and Brand Debt 216 BOX 10-2: U.S. vs. German Manufacturing 218 Chapter 11: The Trap of Backward-Looking Strategy 221 BOX 11-1: The Strategy of "Doing More of the Same" 233 BOX 11-2: Options Reasoning and the Portfolio Approach 234 EPILOGUE 237 Chapter 12: Nuclear Winters and Golden Ages 239 BOX 12-1: The History of Golden Ages and Nuclear Winters 251 BOX 12-2: How the Change Might Happen: An Agenda for Action 255 Acknowledgments 265 About Steve Denning 269 Notes 273 Index 305
Responsibility: Stephen Denning


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