Summary of Stephen Denning's The Age of Agile

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 The revolution is taking place in how organizations are being run. Firms like Apple and Samsung offer devices that can be tailored to meet the individual wants and whims of hundreds of millions of users. Firms like Tesla, Saab, and Ericsson upgrade cars, planes, and networks by delivering new software via the Web.

#2 The new management paradigm is changing the world of work. It allows organizations to thrive in a world of rapid and unpredictable change, and it allows teams, units, and entire enterprises to nimbly adapt and upgrade products and services to meet rapidly changing technology and customer needs with efficiency gains, quality improvements, or even completely new products and services.

#3 The Agile Manifesto, published in 2001, declared that software development requires a reversal of some fundamental assumptions of twentieth-century management. It values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation and responding to change over following a plan.

#4 The new paradigm has not been easy for traditional managers to understand or implement. They have spent their careers mastering and implementing twentieth-century concepts and practices, and they see that business schools still teach these concepts and practices.

• Language: English
• Publisher: IRB Media
• Release date: May 7, 2022
• ISBN: 9798822507418

IRB Media

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Insights on Stephen Denning's The Age of Agile

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 1

#1

The revolution is taking place in how organizations are being run. Firms like Apple and Samsung offer devices that can be tailored to meet the individual wants and whims of hundreds of millions of users. Firms like Tesla, Saab, and Ericsson upgrade cars, planes, and networks by delivering new software via the Web.

#2

The new management paradigm is changing the world of work. It allows organizations to thrive in a world of rapid and unpredictable change, and it allows teams, units, and entire enterprises to nimbly adapt and upgrade products and services to meet rapidly changing technology and customer needs with efficiency gains, quality improvements, or even completely new products and services.

#3

The Agile Manifesto, published in 2001, declared that software development requires a reversal of some fundamental assumptions of twentieth-century management. It values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation and responding to change over following a plan.

#4

The new paradigm has not been easy for traditional managers to understand or implement. They have spent their careers mastering and implementing twentieth-century concepts and practices, and they see that business schools still teach these concepts and practices.

#5

The new management paradigm is not easy to implement. It requires commitment and leadership from management, and it isn’t for the faint of heart. It involves never-ending innovation, both in terms of the specific innovations that the organization generates for the customer and the steady improvements to the practice of management itself.

#6

The new management paradigm is based on the three laws of the small team, the law of the customer, and the law of the network. It involves a fundamentally different concept of what an organization is and how it must operate to succeed in today’s marketplace.

#7

This book answers three simple questions. How do organizations flourish in a VUCA world, where the customer is in charge of the marketplace. Why has embracing this new way of running organizations become a necessity.

#8

The premise of Agile management is that empowering bottom-up innovation will steadily add value for customers and the firm. Spotify, a music streaming service, has 2,500 employees who strive