Agile Enterprises: Seven Steps to Becoming More Adaptable, Innovative

 
 
By Darryl K. Taft  |  Posted 2013-12-17 Email Print this article Print
 
 
 
 
 
 
 
 

Even the most experienced Agile IT teams have a hard time keeping up with the rising demand for new business applications. When it comes to supporting these teams, Jeff Sutherland, co-creator of the widely adopted Scrum development methodology, says "it's all about adaptability." The problem is simple: Yesterday's enterprise technology is too rigid to support today's demands for new and improved business applications. Increasingly, organizations are faced with one common issue—a need to do more with less, innovate faster and improve the agility of their operations. Agility is a concept that incorporates the ideas of flexibility, balance, adaptability and coordination. In a business context, agility typically refers to the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. This eWEEK slide show, created with input from Mendix, an app platform provider, illustrates how the world's elite organizations maintain market leadership in highly competitive industries by embracing adaptability as a key growth enabler.

 
 
 
  • Agile Enterprises: Seven Steps to Becoming More Adaptable, Innovative

    by Darryl K. Taft
    1 - Agile Enterprises: Seven Steps to Becoming More Adaptable, Innovative
  • Prioritize With a Pace-Layered App Strategy

    Agile enterprises prioritize their systems by pace layers, or the speed at which they need to adapt. They don't let systems of record (like ERP or CRM) get in the way of differentiating and innovative applications. Agile enterprises take advantage of rapid application-delivery frameworks to build new differentiating and innovating applications on top of their systems of record.
    2 - Prioritize With a Pace-Layered App Strategy
  • Execute With a High-Level Strategy

    Agile enterprises acknowledge the Pareto Principle, in which 80 percent of a project's effects come from 20 percent of its causes. With this in mind, they start executing with high-level requirements, knowing that feedback on each iteration will further shape their ideas. Rather than getting caught up in the details of a new project, Agile enterprises start executing with a high-level strategy and develop their concepts iteratively.
    3 - Execute With a High-Level Strategy
  • Identify Areas of Opportunity

    Agile enterprises are resourceful in their pursuit of innovative applications that enable them to maintain their market leadership. They continuously renew value in past technology investments by extending existing systems of record with new user interfaces, built-in business logic, and augmented data structures that streamline and automate inefficient business processes. These enterprises don't have the words "rip" or "replace" in their vocabulary.
    4 - Identify Areas of Opportunity
  • Never Build Anything Twice

    Agile enterprises are always on the hunt for development synergies that save time and resources. Sharing and reusing application components in a central and secure Enterprise App Store assures that time spent building new applications is time spent creating new business value, not reinventing the wheel. Agile enterprises spend their resources carefully; that means never building anything from scratch when someone else in the organization has already built it.
    5 - Never Build Anything Twice
  • Harness the Exponential Pace of Technology

    Agile enterprises understand that the exponential speed of technological advancement reflects the compounding nature of innovation. They use new technologies to make their own technology better, faster, smarter and more adaptive. Companies that fail to adopt new expertise and tooling ultimately fail to push their own technology forward at the rate their market requires.
    6 - Harness the Exponential Pace of Technology
  • Create an Enterprise-Wide Feedback Culture

    Agile enterprises bring an iterative methodology to all their projects. They create a feedback culture that rewards product owners with valuable insights and fosters cross-functional collaboration. These teams release early, and release often, knowing that requirements and priorities will likely have changed by the time they're ready for their next iteration. The consistent capture of new feedback enables Agile enterprises to continuously adapt their systems and processes.
    7 - Create an Enterprise-Wide Feedback Culture
  • Unmask Innovation Superheroes

    There are members of every organization that hold expertise in multiple disciplines, demonstrating a propensity for technology as well as their particular business function. Agile enterprises know that this perspective has an advantage in conceptualizing and executing innovative applications. These "superheroes" are recruited, conditioned, and tasked with turning innovative and differentiating ideas into reality.
    8 - Unmask Innovation Superheroes
 
 
 
 
 
 
 
 
 
 
 

Submit a Comment

Loading Comments...
 
Manage your Newsletters: Login   Register My Newsletters























 
 
 
 
 
 
 
 
 
Rocket Fuel