The key elements of an agile mindset include embracing change, focusing on the customer, valuing individuals and interactions over processes and tools, responding to change over following a plan, and delivering working software over comprehensive documentation. It also involves continuous improvement, collaboration, and flexibility.

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Brave New Work

Are you constantly frustrated by silo-ed functions, meeting overload, and slow decisions-making? Your Operating System, not your strategy or business...

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Workers in the U.S. spend 16% of their working lives on internal compliance activities such as planning and budgeting. The Taylor Principles developed 100 years ago have morphed into a stifling bureaucracy, leaving us with the burden of organizational debt, that is, structures and policies that no longer serve the organization. The most widely used systems don't necessarily have the best quality. For example, in the U.S. there is only one roundabout for every 1,118 signal intersections. But roundabouts are actually safer, move traffic more quickly, cheaper to build and maintain, and still function when the power goes out. Many firms are trying to be agile by "doing"agile, adopting the methods but not the theory behind them. Certifying project managers in Scrum does not upend bureaucracy. Agile is a mindset, not a toolset. The organization's activities may be complicated—like a car engine, something that can be controlled, and its problems solved. However, the organization itself is co...

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A company can maintain functionality during power outages or other disruptions by having a robust disaster recovery and business continuity plan in place. This includes having backup power sources like generators or uninterruptible power supply (UPS) systems, data backup and recovery solutions, and alternative work arrangements for employees. It's also important to regularly test these systems and plans to ensure they work effectively when needed.

Relying too heavily on traditional systems and structures can lead to several potential drawbacks. First, it can result in a stifling bureaucracy, where outdated structures and policies no longer serve the organization effectively. This is often referred to as organizational debt. Second, the most widely used systems are not always the best quality. For instance, traditional traffic systems may not be as safe or efficient as alternatives like roundabouts. Lastly, firms that try to adopt new methodologies like Agile without understanding the theory behind them may not see the desired benefits. Instead, they may end up simply adding another layer of bureaucracy.

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