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Challenge #1:
Transitioning to a product- or service-based organization
An agile business is concerned more with outcomes and added value than it is with milestones. Following this to its logical conclusion, you will need to reorder your organization, transitioning to a product- or service-based enterprise where teams are focused on delivering value to specific customer groups as quickly and effectively as possible.
Challenge #2:
Switching to agile portfolio management
Once you reach a certain point in your agile transformation, you’ll need to move away from the inflexibility of traditional portfolio management and transition to an approach that allows your teams to make progress according to tangible business goals. By giving your talent and your teams a clear context in which their added value can unfold, you’ll be able to channel their work in the right direction.
Challenge #3:
Decoupling organizational processes
In an agile organization, departmental silos aren’t just unnecessary – they’re an obstacle. Here, the aim of the game is to decouple organizational processes as much as you can, both in your IT department and your organization at large. Only then will you be able to respond to the needs of your clients at the pace at which those needs evolve.