Jim Highsmith has described agility as, "the ability to create and respond to change." So, by this definition, an agile business must be able to both create and respond to change. It stands to reason that such a company needs executive leadership that understand, appreciates and is able to institutionalize agility. There is direct financial benefit to this sort of Enterprise Agility. As Jim points out, Enterprise Agility generates 30% higher profit.
The theme of this year's Agile Executive Forum, organized by the Agile Alliance in collaboration with the Agile Leadership Network at the Agile Alliance's annual conference is "Now is the Time to move to Enterprise Agility." As my Twitter friend asked me, is their CEO an agilist?
I'll be blogging more on this topic shortly, but in the meantime, let us know: is your CEO an agilist?
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2 comments:
Excited to hear what you have to say. I would argue any initiative which impacts process (lean or agile) to be sustainable has to be top down. Bottom up works getting the ideas and principles out there but will never go further without top down sponsorship. If it starts at the CEO perfect but any work at top down is a tremendous value.
Patrick
Agreed about the top-down! However, I would add that any process initiative needs to be both top-down and bottom-up.
Sanjiv
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