Why Agile can be a game changer for managing continuous innovation in many industries
Abstract
Purpose
Veteran managers trained to respect hierarchical systems are daunted by the fundamental changes in thinking and culture that are required to implement the Agile continuous innovation approach to manufacturing. Though widely hailed by software developers it has been slow to catch on in manufacturing. This paper aims to address this issue.
Design/methodology/approach
To assuage managers concerns, ten prevalent myths about Agile are addressed along with a description of how the approach really works in practice.
Findings
The paper reveals that the Agile outside‐in orientation that maximizes customer value requires a reinvention of management roles, practices, values and communications to implement it.
Research limitations/implications
If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process.
Practical implications
Agile is a way of forcing either high performance or change because results are apparent so quickly, not years later when the project runs out of money and the product flops in the marketplace.
Originality/value
The article dispels many myths about Agile and shows managers how to overcome resistance to adopting the Agile approach, which addresses the central problem at the very core of a hierarchical bureaucracy, namely, its limited ability to innovate.
Keywords
Citation
Denning, S. (2013), "Why Agile can be a game changer for managing continuous innovation in many industries", Strategy & Leadership, Vol. 41 No. 2, pp. 5-11. https://doi.org/10.1108/10878571311318187
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited