‘Agile teams believe that customer feedback is better than management hunches for determining which innovation efforts are most important and how best to adapt them.’

‘Agile teams do not use sprints to make people work harder or faster. They use sprints to get faster feedback real customers (external and internal) about what those customers truly value.’

‘Creating an agile enterprise requires balancing and integrating operations with innovation.’

‘The best way to manage the transition to an agile enterprise is to manage it like any other agile team.’

‘Effective agile programs adapt to empirical feedback about inputs, activities, outputs, outcomes, and purposes. Few organizations currently have sufficient data to assess their present level of agility or their progress in improving it.’

‘Teams in an agile enterprise must make decisions quickly. Agile leadership teams can support quick decision making by being inclusive, overcommunicating, coaching, and building learning loops.’

‘Contrary to the popular myth, planning is an essential part of agile. Planning, budgeting, and reviewing must work together in frequent, adaptive cycles.’

‘Continuously revisit your talent strategy, recognizing that while you will need some new talent, most of the people in your organization are already there.’

‘Persistent, cross-functional agile teams are the best ways to improve business processes and technology. As teams gain experience and trust with operators, their development capabilities increase and adoption rates accelerate.’

‘Pace yourself to create pull and build momentum. The sequenced plan needs to include all the elements of the operating model- accountabilities and decision rights, management system, leadership and culture, talent practices, and the like.’

Source

Darrell Rigby, Sarah Elk, and Steve Berez (2020). Doing Agile Right: Transformation Without Chaos