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Digital disruption and transformation of industries and
organizations has created a need for more agile attitudes,
behaviors, and culture. Becoming more agile is important for
individuals, teams, and organizations for three major reasons: 1)
the requirements for faster, more responsive execution requires a
reduction in bureaucratic processes, 2) changing technology
environments reward more customer-focused processes, and 3) rapid
internal collaboration and communication that is coordinated using
technology is both possible and a requirement. One way to explain
Agile is with a ""dance"" metaphor. Traditional processes are often
a slow bureaucratic dance, like a classic waltz. Slow dancing is an
important skill to know, but most of us would not want to do that
dance all of the time. Today individuals, teams and organizations
should perform and practice a wide variety of dances in appropriate
contexts to be successful. Agile processes have various rhythms,
rituals, and styles. We all need to learn new dances and we need to
dance faster much of the time. Also, we need to be able to change
dances in an elegant and seamless way. Despite the heightened
interest, many people misunderstand or fail to understand becoming
agile and applying agile methods and principles. For what types of
projects should we use an Agile process? When is a structured
development life cycle approach more appropriate? Some agile
project approaches are appropriate for many types of projects and a
mix of agile approaches coupled with some traditional approaches
can make organizations more agile. Some managers and organizations
strive for a contingent or a hybrid approach - a mix of agile and
more traditional processes. This book is aimed at students, IT
practitioners, and managers who seek answers to these questions and
want to better understand agile.
Digital disruption is accelerating. Implementing a successful
digital transformation strategy requires that senior managers make
trade-off decisions to reinvent a business. Equally important all
decision makers must learn to ask the right questions, use data and
computer support in decision making, and increase their knowledge
and skills. Creating a data-centric culture and rewarding
data-based decision making leads to successful digital
transformation. Join the digital journey. This book is targeted at
managers, especially middle-level managers who are trying to come
to grips with using data-based decision making in a transforming
organization. The authors explore a number of broad questions
including: How can managers become data-based decision makers? How
can digital transformation become part of an organizational
strategy? What new skills do managers need to implement digital
transformation? How will we know an organization has been
successfully transformed?
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