Lessons learned from mapping successful and unsuccessful Agile transformation journeys

• Published in: Strategy & leadership Vol. 47; no. 4; pp. 3 - 11
• Main Author: Denning, Stephen
• Format: Journal Article
• Language: English
• Published: Chicago Emerald Publishing Limited 23-07-2019; Emerald Group Publishing Limited
• Subjects: 20th century; 21st century; Alliances; Bureaucracy; Creative industries; Customers; Failure; Innovations; Leadership; Managers; Startups; Strategic management; Success; Teams
• ISSN: 1087-8572; 1758-9568
• DOI: 10.1108/SL-04-2019-0052

Purpose
The purpose of this article is to show how companies that embraced the Agile management mindset succeeded at continuous innovation.
Design/methodology/approach
The article describes the processes and mindsets of companies that successfully and unsuccessfully adopted post-bureaucratic management models.
Findings
Pioneering companies that have adopted a post-bureaucratic mindset are obsessed with adding more value for customers and end-users.
Practical implications
A case example of the model in practice is included.
Originality/value
The article recounts the problems and advantages of both top-down and bottom-up adoption of Agile management concepts and practices.