Awareness of the Impact of Agility

Strategic Agility
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Leon Debije
Management Consultant, Netherlands
To me the adaptation to agility of organizations starts with the awareness of the impact of being agile. It all started with agile software development in the project environment of a standing organization. However, the standing organization where the primary processes are today got more and more in the way of the required speed. Management isn't able to cope with 2,4 or 6 week sprints of an agile software development: - The decision making processes and cycles of quarter and (half) year take much longer and don't interact with 2, 4 or 6 weeks. - Plus what about all those key workers of the primary process who have to be continuously involved in the ongoing agile development of the organization. What will happen to them? Do they stay key-workers, being so much off from their primary work? This whole thing of being 'agile', to respond accurate and adequate to external (market, stakeholders+) and internal (compliance, techniques+) tends to require a different management & organizatio (...) Read more? Sign up for free

  Dr Robin C Hesler

Awareness of the Impact of Agility

Good points Leon. First though the organization mu (...)

  Leon Debije
Management Consultant, Netherlands

Business Information & Knowledge is Key to Be Agile

Dr Robin C Hesler, thanks for your positive feedba (...)

  Helen Strong
Business Consultant, South Africa

Information Analysis Processes Underlying Strategic Agility

Strategic agility needs a foundation of an efficie (...)


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