Skip to main content

Über dieses Buch

Transform your entire organization, not just a part of it. Take a modern look now that the world is focusing on business agility rather than thinking about team-level or even scaled Agile.

Many people and businesses believe that “doing Agile” will solve all their business and organizational problems. The truth is that “doing Agile”, especially team-level agility, is not the same as being an agile organization.

Authors Doug Dockery and Laureen Knudsen share their years of experience in transforming corporations and organizations to successfully compete and win in today’s fast-paced markets. Using proven techniques and stories of actual experiences in a multitude of organizations, Doug and Laureen relate what it takes to successfully transform your organization, as well as how to tell if your transformation is working.

Modern Business Management details what you need to know to transform your business to deliver value and thrive. Coverage includes:

What Agile means to an executive and the benefits you should be seeing

The top failure modes and why so many transformations fail

A framework for success, including an operational framework and a transformation framework

How big data internal to a company is needed to successfully run a world-wide corporation today

The definition of a modern business and what it looks like

What You’ll learn

Understand why businesses are not getting the benefits out of their current Agile transformation

Follow the process that organizations need to go through to succeed

See how C-level executives can benefit from Agile practices

Know how to succeed where others are failing

Discover how to keep up with a constantly disrupted and ever-changing market

Who This Book Is For

Management and executives in corporations from the director level to the C-level



Chapter 1. Agile?

What Does Agile Have to Do with running a Business?
It consists of a set of principles that define best practices for taking an idea and creating a product. These principles cover creating the right level of plans at the right time, ensuring quality is part of every step in the process, and admitting that change is a part of everything we do, so plan for change. Originally, Agile practices were specifically designed for software development, but they have since been scaled to all areas of a company.
Doug Dockery, Laureen Knudsen

Chapter 2. My Contrarian View

Or All Unhappy Companies Are Different
One of my favorite sports personalities is Bill Belichick, who at the time of this writing is the coach of the New England Patriots. Belichick famously talks about not remembering wins or positive plays, instead focusing on negative outcomes in his never-ending cycle of attempting to improve. Belichick has had a Hall of Fame career, but immediately at the end of each game he focuses on the things his team could have done better vs. the things they did well.
Doug Dockery, Laureen Knudsen

Chapter 3. Where’s My Flying Car?

When we were young, we were promised a flying car. If all of this Agile stuff is true, why aren’t all companies great by now and why is the first author still stuck driving in Dallas traffic instead of buzzing around in his flying car?
Doug Dockery, Laureen Knudsen

Chapter 4. Three Simple Questions

We always end by talking about how their teams continually get better. If they are working in a Lean or Agile way, we talk about their retrospectives; if not, we talk about lessons learned (or whatever they call it).
Doug Dockery, Laureen Knudsen

Chapter 5. Houston, We Have a Chasm

We recently met with a customer that had incredible strategies for where to take their company over the next five to ten years. They will be revolutionizing communications across the globe in ways we can’t even imagine today. They felt their execution teams were building things well but they still struggled to determine how to complete their strategies. As with many other companies, they intended their strategy and execution plans to link, but there was a large disconnect.
Doug Dockery, Laureen Knudsen

Chapter 6. Introducing the Modern Business

The modern business, or the current buzz phrase, business agility, focuses on bringing Agile principles and practices through the entire organization. This means optimizing the whole, rather than incenting one group to optimize at the expense of another. In the end, becoming a modern business is really about creating an environment of alignment, autonomy, and trust. That sounds simple, but it’s very difficult. However, if you can get your teams and the business to align on what’s important, push decision making to the teams within your organization, and as we discussed earlier, establish collaboration based on trust, you are on the right path to becoming a modern business.
Doug Dockery, Laureen Knudsen

Chapter 7. But Where Is My Value?

Or We’ve Got a Chasm II
Value created by a team is potential value. Nobody can use it yet. We first need to put the value somewhere that people can actually use it.
Doug Dockery, Laureen Knudsen

Chapter 8. True Transformation Equals Value

From Planning to Use
Annual planning is still done in most organizations. How much planning is done, and whether the plans are roughly right or precisely wrong is the key to pulling agility into the strategic and annual planning processes.
Doug Dockery, Laureen Knudsen

Chapter 9. How Do You Know It’s Working?

Because you know that the goal of an Agile business is a continuing journey and not a destination, let’s take a look at how our processes might align when things are working more efficiently and effectively.
Doug Dockery, Laureen Knudsen


Weitere Informationen

Premium Partner