The Enterprisers Project - Angela Tucci – 4/20/17
[Ed. note: Author is Angela Tucci, GM, Agile Management, CA Technologies]
The word “agility” has been presented as a panacea for many corporate ills, including overcoming organizational rigidity. Many “rigid” organizations continue to use 20th century systems that are top-down command-and-control, with burdensome processes of governance and tooling that reinforces compliance over creativity and enablement. Some businesses also begin to “do agile” and “embrace agility” without a clear consensus on its definition or how it can help the company succeed in the fast-paced 21st century.
Let’s face it. Agility has become a buzzword like the word “synergy.” I, for one, do not care whether or not something is called “Agile” in a capital-A way. What I do care about is applying lean concepts such as inspect and adapt, limit work in process, and eliminate waste. I care about how to leverage today’s best practices in product development to accelerate market responsiveness by increasing something I call “organizational metabolism.”
What is organizational metabolism? In nature, it’s the chemical processes that occur in living organisms by which they convert food/fuel into energy while eliminating waste. In business, this translates to the system that converts assets, including money, people, and time into customer value, ideally while minimizing senseless cost (e.g. bureaucracy).