The Agile-Led Recovery
As recently as earlier this year I was having conversations fairly regularly with executives who were resistant of allowing Agile project delivery methods to be used in their businesses. They accepted it had a place in software development projects and had made some allowances for more ‘small a’ agile approaches to things like planning, but they still saw most of their projects delivered using traditional methods. These were predominantly large organizations in well-developed industries, often with a high degree of regulation. For those executives, the large multi-year initiatives that they pursued were ideally suited to traditional project delivery and there was no need to change.
To be fair to those leaders, they knew that agile projects were being successfully delivered at lower levels of their organizations but those rarely reached a level of importance that resulted in executive visibility. So as far as those leaders were concerned, Agile didn’t exist in their business and that was OK with them. But things have changed very rapidly.
Those same executives are now being forced to accept Agile as an enabler of recovery, there simply is no other way. The path to recovery is still highly uncertain but there will inevitably be peaks, troughs and direction changes throughout the process. Projects will need to deliver significant business results quickly with teams working
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