Adaptive Leadership: Accelerating Enterprise Agility by Jim Highsmith

By Jim Highsmith

Lessons from Agile’s First Decade…Leadership for Agile’s subsequent Decade

 

The agile software program stream has now been round for an entire decade. As coauthor of the unique Agile Manifesto, Jim Highsmith has been at its middle because the starting. He’s spent the prior decade supporting hundreds and hundreds of firms transition to agile/lean. in terms of agile, he’s noticeable it all–in numerous industries, worldwide.

 

Now, in Adaptive Leadership , he has compiled, up-to-date, and prolonged his most sensible writings approximately agile and lean equipment for a administration viewers. Highsmith doesn’t simply display what’s operating and what isn’t; he bargains a strong new imaginative and prescient for extending agility around the enterprise.

 

Drawing on what’s been discovered in software improvement, this advisor exhibits the best way to use adaptive management concepts to remodel how you convey entire options, no matter what shape they take. You’ll learn the way firm agility can permit the formidable organizational missions that subject such a lot; how leaders can convey a continuing move of worth; the right way to imagine disruptively approximately possibilities, and the way to reply quick by means of growing extra adaptive, cutting edge organizations.

 

Coverage includes

  • Discovering and executing new company possibilities way more quickly
  • Delivering entire enterprise recommendations prior, and iterating them extra often
  • Organizing for innovation, and systematically dealing with chance flow
  • Clarifying the measure of strategic, portfolio, and operational agility you wish, and targeting your highest-value transformations
  • Creating cultures that truly can adapt and learn
  • Reinvigorating the roots of agile worth and values
  • Understanding IT’s altering price proposition, and retraining your humans accordingly
  • Integrating economics, items, and social responsibility
  • Choosing metrics that advisor agility, no longer counterproductive conventional metrics
  • Understanding the monetary implications of technical debt
  • Optimizing company price via doing less–and guiding the method with ”NOT to do“ lists
  • Speculating intelligently in case you can’t plan away uncertainty
  • Customizing administration to every project’s wishes (because no longer all tasks will be both agile)

 

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Extra resources for Adaptive Leadership: Accelerating Enterprise Agility

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In Drive: The Surprising Truth about What Motivates Us, Daniel Pink (2009) stresses that three essential components in engaging employees are autonomy, mastery, and purpose. Do companies want to make money to further their existence (certainly the historical case), or do they have a purpose, a raison d’être, that making money helps them achieve? Facebook’s purpose, for example, is stated as “To make the world more open and connected,” not to make money. Wall Street often sees things differently, but in the future battle for customers and talent (the critical dimensions of competitiveness), purpose draws talent and keeps those talented individuals engaged.

Utilizing SaaS and the growing technology capabilities of business partners, IT value focuses on coordination and pushing development responsibilities to the business partners. Solution/platform delivery: IT value creation is more traditional, coming from building and deploying systems and capabilities. Business process design: IT value creation focuses on enterprise process design and optimizations, outsourcing much of the build function to vendor partners. Revenue generation: IT value creation focuses on developing digital products and services to enhance revenue generation.

First, I’m encouraged by the innovation that continues to occur: DevOps, continuous delivery, the conversations over technical debt, scaled agile, Lean, Kanban, agile/ adaptive leadership, and more. Continued innovation combats the creep of staleness that tends to infect movements after a few years. Second, particularly as agile permeates into larger organizations, we have to focus on both idealism and practicality. Many people don’t care much about esoteric arguments—they care about results. Idealism and innovation are absolutely necessary for a vibrant movement, but they need to be balanced with a dose of practicality.

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