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Planning Doesn’t Have to Be the Enemy of Agile

Harvard Business

Management by Objectives (MBO) became the height of corporate fashion in the late 1950s. The frustrations with current planning practices intersect with another fundamental managerial trend: organizational agility. But if planning and agility are both necessary, organizations have to make them work. The future could be planned.

Agile 133
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Agile Transformation is a Journey, Part 6

Johanna Rothman

Part of what makes an agile transformation difficult is the cultural change required. That’s what makes an agile transformation a journey. A client said to me, “I want the agile. The agile is good stuff: faster delivery of smaller stuff that we can get revenue for. I want it now. How fast can I get it?”

Agile 59
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5 Ways AI is Revolutionizing Instructional Design

Clarity Consultants

AI typically analyzes large quantities of data in incredibly short timeframes, creating a pathway toward greater agility when designing L&D programs. For example, AI tools can assess learners’ performance based on their responses to quizzes and exams or their answers when engaging in scenarios.

Tools 297
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What Creativity in Marketing Looks Like Today

Harvard Business

However, recently they began to take a more holistic approach, focusing on lifetime value and their most profitable segment, the “fashionable spender.” ” This group looks across the business to gather behind-the-scenes information on the runway, newest clothing lines, and aspirational fashion content.

Marketing 134
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5 Ways to Help Employees Keep Up with Digital Transformation

Harvard Business

Help Employees Embrace Agility. Agility is key to success when undertaking digital transformations. LVMH’s Fashion Group, part of the massive French luxury products group, is one team that’s embracing this approach.

Media 136
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Build Team Resilience: Work Together (Part 1)

Johanna Rothman

Company A is working on its umpteenth “agile transformation.” One of the big problems is that the managers think agile approaches will give them faster delivery. Individual, Not Team-Based Work. ” I put that in quotes because the managers want the teams to change. In reality, managers need to change first.

Agile 98
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Lead to the future: leadership imperatives for success

Brimstone Consulting

To take advantage of this opportunity place focus on building agility, aligning the organization, operating as a team of teams, and developing your people. Build Agility. While it is easy to say these pivots were a result of agility, it is important to differentiate between “brilliant improvisation” and a repeatable capability.