Doing Agile Right: Transformation without Chaos PDF Book Review By Darrell K. Rigby, Sarah Elk, and Steve Berez
For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack. This book, Doing Agile Right: Transformation without Chaos PDF summarizes the qualities and how to get The best methods to be agile at work.
Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile’s rise to prominence–the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people’s jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way.
The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise.
Agile isn’t a goal in itself; it’s a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition–or trying to sustain high agility.
“This book helped me to understand the practices and principles needed to do agile in fact. Full of examples and definitions that allow me ground the important concepts when attempting apply an agile philosophy in a organization.”—Carlos Balboa Gomez
“Historically most companies have innovated product, services, and processes at a glacial, evolutionary pace. No doubt there have been exceptions to this, but I’d argue that many of these were driven by the exceptional genius of individuals or sheer right product/right time luck rather than repeatable processes. In our rapidly changing world, this just won’t cut it. This book provides the blueprint for innovation on steroids, i.e. the ability to adapt and thrive without having to rely on genius or luck. While this book addresses the needs of larger companies, its core tenets are applicable to companies of all sizes: focus on increasing value to customers, prioritize ruthlessly, break complex challenges into tractable constituents, enable dedicated and nimble teams, and ideate/test/learn rapidly.”—Jim K
Steve Berez is a Boston-based partner at Bain & Company. He is a founder of Bain’s Enterprise Technology practice and was until recently its Americas head. Steve is also a senior leader in our Agile and Healthcare practices. Steve first joined Bain in 1980 and has been with the firm for a total of nearly 30 years. Over the past decade, he has helped dozens of firms across industries and around the world improve the speed, agility, and effectiveness of their technology-based innovation. Steve has driven agile transformations for industry leaders in health, P&C, and life insurance; healthcare delivery; retail banking; consumer and industrial products; retail; transportation; and technology. He also has deep experience in technology strategy and operating model redesign, especially in the context of digital strategy and innovation; software engineering and product management; architecture transformation and complexity reduction, including cloud adoption and core systems modernization; and technology-enabled growth strategy.
Darrell Rigby is a partner in the Boston office of Bain & Company, where he leads the Global Innovation practice. He is a frequent speaker and writer on innovation, agile, and retail and has appeared on CNBC, CNN’s Moneyline, and Bloomberg. His research has been published in Harvard Business Review, the Wall Street Journal, Bloomberg Businessweek, the Financial Times, and other publications.
Sarah is a partner in Bain & Amp; Company’s Chicago office. With nearly 20 years of consulting experience, she is an active leader in Bain’s Results Acceleration and Retail practices. Sarah is passionate about transforming large companies, especially those experiencing technology or business model disruption. She has deep transformation experience at the intersection of organization, agile, performance improvement and change management. Over the course of her career, Sarah has advised business leaders in wide range of industries including retail, technology, healthcare and consumer products, automotive, aerospace defense, and others. She’s worked with multiple Fortune 50 companies. Sarah serves as the Global Solution Leader for Operating Model, Bain’s leading organizational transformation offering. She is a member of Bain’s global governance committee for compensation and promotion. Sarah began her career at Merck & Amp; Co., Inc. after earning her BS in environmental engineering from Northwestern University. She also holds an MBA from Stanford Graduate School of Business.
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