Doing Agile Right: Transformation Without Chaos

Agile has the power to transform work--but only if it's implemented the right way.

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.

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.

敏捷開發有能力改變工作方式，但前提是必須以正確的方式實施。

數十年來，企業領導者一直痛苦地意識到一個巨大的鴻溝：他們渴望創建靈活、彈性的企業。但他們每天面對的現實是分工明確、流程緩慢和創新停滯。如今，敏捷被譽為跨越這個鴻溝的關鍵橋樑，有潛力改變一家公司並使其躍居領先地位。

然而，事情並沒有那麼簡單。在這本明察秋毫、不可或缺的書中，貝恩公司的思想領袖達雷爾·里格比（Darrell Rigby）和他的同事莎拉·艾爾克（Sarah Elk）和史蒂夫·貝雷茲（Steve Berez）提供了一個迫切需要的現實檢驗。他們揭穿了伴隨敏捷崛起而出現的神話和誤解，例如它可以一次性重塑組織，或者應該在每個功能和所有類型的工作中使用。他們說明了敏捷團隊確實可以強大，使人們的工作更有價值，並加速創新，但只有在完全理解並正確實施該方法的情況下才能實現這些結果。

他們主張關鍵在於「平衡」。每個組織都必須優化並嚴密控制一些運營，同時進行創新。敏捷，如果做得好，可以實現充滿活力的創新，同時不犧牲傳統運營中的效率和可靠性。作者們解釋了敏捷的真正運作方式，展示了不應該做的事情，並解釋了正確擴展敏捷的重要性，以獲得其全部效益。然後，他們提出了一個領導轉型為真正敏捷企業的路線圖。

敏捷本身不是目標，而是成為高效運作的手段。《正確實施敏捷》是任何試圖進行轉型或保持高度敏捷性的公司必備指南。

Darrell Rigby is a partner in the Boston office of Bain & Company, where he heads the Global Innovation and Agile practices. He is a frequent speaker and writer on innovation, agile, and retail, and his research has been published in Harvard Business Review, the Wall Street Journal, Bloomberg Businessweek, the Financial Times, and other publications.

Sarah Elk is a partner in Bain's Chicago office, where she heads the firm's Global Operating Model practice.

Steve Berez is a partner in Bain's Boston office and a founder of the firm's Enterprise Technology practice.

You can visit the authors on LinkedIn at:
Darrell Rigby: linkedin.com/in/darrellrigby/
Sarah Elk: linkedin.com/in/sarah-elk-6b643/
Steven H. Berez: linkedin.com/in/steveberez/

Darrell Rigby是Bain & Company波士頓辦事處的合夥人，負責全球創新和敏捷實踐。他經常在創新、敏捷和零售方面演講和撰寫文章，他的研究已發表在《哈佛商業評論》、《華爾街日報》、《彭博商業周刊》、《金融時報》等刊物上。

Sarah Elk是Bain芝加哥辦事處的合夥人，負責該公司的全球運營模式實踐。

Steve Berez是Bain波士頓辦事處的合夥人，也是該公司企業技術實踐的創始人。

您可以在LinkedIn上訪問這些作者：

Darrell Rigby: linkedin.com/in/darrellrigby/

Sarah Elk: linkedin.com/in/sarah-elk-6b643/

Steven H. Berez: linkedin.com/in/steveberez/