“Committed innovators” have the winning hand, the report says, with almost 60% reporting an increased proportion of sales from products and services launched within the past three years, compared to just 30% of “skeptics”.
“Digital transformation was never optional. But most firms treated it that way, applying digital technology in dribs and drabs — until COVID-19 shuttered economies and forever altered the patterns of life and work and commerce.”
Do Agile methodologies promote innovation? Results of a field experiment with Google show that increasing the frequency and goal orientation of stand-up meetings reinforces integration and value but reduces specialization and novelty in outcomes.
Savvy CIOs are focused on the longer-term needs of the business — such as digital and technology enablement, cloud migration, and agile adoption. “We know from past crises that companies that thoughtfully invest fare best during and after downturns.”
“The best CEOs see the coronavirus crisis as a dress rehearsal for a new normal: a world of climate change, accelerated digital disruption, radical shifts in national alignments and more.”
via Bain & Company
“IDC predicts that by 2025, over two-thirds of the G2000 will have become high-performance, large scale producers of software-based digital innovation. Most of this production of digital innovation will be focused on creating new value for customers, though some may augment internal digital workstreams.”
Agile organizations have a 70% chance of being in the top quartile of organizational health, the best indicator of long-term performance. Moreover, such companies simultaneously achieve greater customer centricity, faster time to market, higher revenue growth, lower costs, and a more engaged workforce.
Creating an Agile Board is a journey, not a playbook. It takes experimentation, learning and practice. If businesses are to successfully navigate the waters of disruption, agility needs to be practiced and demonstrated from the very top.
Using an agile transformation to modernize an IT infrastructure organization isn’t easy, but it is worthwhile. Agile approaches can enable IT infrastructure groups to boost their productivity by 25 to 30 percent in six to 18 months, depending on the size of the organization.
Agile development has largely become synonymous with digitization: senior business leaders have realized that their companies cannot take full advantage of digital tools and technologies without having new, amped-up processes for managing them. The value of these processes is immense.
Source: McKinsey & Company