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Written by: Ben Werner
Lessons from Agile Development can help any business foster a culture of innovation
The pace of change in today’s markets is faster than ever, and your company needs to be able to change quickly, too, or risk becoming obsolete. Companies that succeed in creating a customer-driven culture of innovation and that demonstrate a willingness to adapt while maintaining their core principles will be well positioned to thrive in an uncertain future.
In a recent interview with BBC News, Yale Professor Richard Foster predicts that “by 2020, more than three-quarters of the S&P 500 will be companies that we have not heard of yet.” Think of it: in less than 10 years, more than 375 new arrivals will define the state of the global economy— and they’ll replace more than 375 formerly blue chip companies that find themselves on the brink of obsolescence.
While that may spell opportunity for these as-yet-unheard-of up-and-comers, for leaders of established companies it’s a chilling forecast. Foster’s research focused on the pace of change, and his message is clear: if your organization is going to be around 10 years from now, you need to adopt a culture of change and innovation—today.
So how can business leaders cultivate the organizational agility needed to adapt to rapidly shifting markets and consumer preferences, especially in an established company? Companies in any industry can take a lesson from the world of high-tech, where the concept of agile development has taken hold, leading to unprecedented iterative and fast development times, and new ways of thinking about team dynamics.
It’s widely recognized in software development and engineering organizations that agility is critically important. But despite the sophistication of agile principles in the development space—and numerous examples of their successful application in organizations of all shapes and sizes—the broader community of business leaders is just starting to understand the value of agile development in solving more general business challenges, including issues around market forces, competitive pressures, company culture and values, technology, process improvement, and others.
There are many formal and informal methodologies and approaches to agile development, but most share a few common principles that can be applied to any business:
Whether or not Foster’s predictions come true remains to be seen, but we do know that organizational agility and a willingness to adapt to changing times can contribute to organization’s success. Perhaps by embracing these principles, you can ensure that your own organization is around to see for itself.
Post originally written for Forbes.com: http://www.forbes.com/sites/microsoftdynamics/2013/03/06/innovate-to-stay-relevant/
Infrastructure commodities adhere to too many statistical rules and are hard to comprehend. If it where not for the agility and management traits of Microsoft Dynamics many constructs to todays society for the betterment of business ethics and associations would be lost in the technological infrastructure that make the internet. As quoted "Business leaders cultivate the organizational agility is critically important." Benefits for business commodities rely on consumer centric agility. Decentralizing many business platforms and practices succeeds many businesses into available agile environments and will no doubt carry a strong statistical rule for creativity and manageability within networked enterprises. Conducts for relational level management compensates for time development as we all benefit from enterprise agility. Microsoft's agile business community delivers principles that make the managed infrastructure fun and reliable for all consumers and business alike. Structured commodities within the workforce like management will be well thought for in the growing enterprises and should succeed with diligence and availability without compromise to customer values. Agile development will be the successor for enterprise management with cultivated results for thorough understanding towards technical innovations and manageability that merit AGILE enterprise and infrastructure as a whole.
Thanks for posting Ben, I cold not agree more. We hear from nearly every client and prospect we talk to that speed to value is of great importance. Iteration and getting things done are key. Clients are not interested in long, drawn out projects that take months to implement.
Business is changing rapidly and clients expect their systems to change and adapt as quickly as their needs. They want it without requiring an army of consultants or developers.
The name of the game today is truly adapt or die. As your article points out, the ones that cannot adapt will no longer be relevant. Great post!
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