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1、The state of agile organizations across industriesThe latest Strategy&survey shows that agile transformation is still unfinished businessStrategy&|The state of agile organizations across industries2ContactsSwitzerlandDr.Markus WeissManaging DirectorStrategy&Switzerland+41-79-878-2196markus.weisspwc.
2、chGermanyOliver BergiusDirectorPwC Germany+49-1516-1356-About the authorsDr.Markus Weiss is Managing Director with Strategy&Switzerland and based in Zurich.He leads the European agile transformation offering and advises clients on IT strategy and large scale transformation programs.Oliver Bergius is
3、 Director with PwC Germany and based in Cologne.He leads the Enterprise Agility offering and advises clients to increase their organizational agility and value orientation.Dr.Claudio Lamprecht is Senior Associate with Strategy&Switzerland and based in Zurich.He advises cross-sectoral clients on IT s
4、trategies,agile transformations and target operating models.Katrin Wagner is Senior Associate with Strategy&Switzerland and based in Zurich.She advises financial services clients on market entry strategies,large scale transformations and ESG strategies.Christian Mesisca is Associate with Strategy&Au
5、stria and based in Vienna.He advises IT and financial services clients on target operating models and large scale transformations.Philipp Dahlem is Associate with Strategy&Switzerland and based in Zurich.He advises retail and chemical industry clients on IT strategies,target operating models and lar
6、ge scale transformations.Strategy&|The state of agile organizations across industries3The age of agile It is widely recognized that today institutions are operating in a challenging world.This is the“VUCA”environment one of volatility,uncertainty,complexity,and ambiguity.The VUCA world is marked by
7、rising cost pressure,rapid innovation in technology such as blockchain and AI,rapidly changing preferences of digital native customers,and the rapid growth of disruptive competitors such as fintechs.Agile is an organizational response to the changing nature of the business environment.It originated
8、in the field of software development to first improve the flexibility,and collaborations in order to deliver high-quality software more efficiently and then also bring IT and business closer together.Agile quickly emerged as an alternative to traditional,plan-driven methodologies;instead it builds o
9、n iterative and incremental development,emphasizing frequent communication,continuous feedback,and adaptive planning with cross functional teams.All this can be traced back to a gathering of industry experts in 2001 who created the Agile Manifesto a formulation of the principles and values that form
10、 the foundation of agile.Since then,agile has achieved widespread adoption.It has developed beyond software development and IT applications,evolving from a software development concept to an overarching business organization toolkit,suitable for large scale implementation across all domains and all
11、hierarchy levels of an organization.Our agile trend index provides evidence of this shift by assessing the level of public interest in“agile”.The findings unequivocally demonstrate a remarkable upsurge in interest and a notable change in the perception of agile in recent years.Agile has transcended
12、its traditional boundaries and conventional notion as a mere software development concept and instead has emerged as a vital approach that embraces a comprehensive and holistic operating model for organizations complemented by the question of what is required from a cultural and leadership perspecti
13、ve(see Exhibit 1,next page).The proliferation of agile is also fueled by technological advancements and the emergence of new work practices during the COVID-19 pandemic.Businesses,as they rely more on technology to foster innovation and stay competitive,along with the necessity of adopting new work
14、models to be an appealing employer,have recognized the essentiality of agile methodologies.On the one hand to effectively navigate and adapt to a rapidly changing environment and on the other hand to move from doing to“Being Agile”.SECTION 1Strategy&|The state of agile organizations across industrie
15、s4Search trends show that interest in agile is consistently high:in recent years there has been a significant rise in interest in applying agile beyond ITLevel 2:Agile GovernanceLevel 3:Agile Leadership and Culture2008007006005009003200020202120222023Agile
16、 FrameworkAgile OrganizationAgile LeadershipAgile ToolsAgile Smart Working DevelopmentAgile MindsetAgile search terms“Being Agile”Trend towards agile with a broader scope beyond IT and tools“Doing Agile”Constant trend around“traditional”agile understandingLevel 1:Agile Way of working1 Google trend a
17、nalysis from 01/2011 until 05/2023 with a worldwide scope calculated based on a five-month moving average for selected search items per level indexed to 2011(=100)Source:Google,Strategy&analysisAs such agile has become a preoccupation at board level,challenging senior executives to think through how
18、 the concept can help the organization to achieve its strategic goals,such as shorter time to market,increased delivered quality of products,higher customer-centricity,and strengthened attractivity as an employer.EXHIBIT 1Agile trend indexAgile has transcended its traditional boundaries and conventi
19、onal notion as a mere software development concept and instead has emerged as a vital approach that embraces a comprehensive and holistic operating model for organizations.”Strategy&|The state of agile organizations across industries5Source:Strategy&analysisAgile Leadership and CultureAgile Governan
20、ceAgile Way of WorkingBuilding a strong value-based vision and embrace cross-functionality and transparency as guiding principle for the operating modelDecentralization of decision making processes to enable speed,flow,scaled value creationApplication of suitable methods and tools to focus on contin
21、uous value creationInterdependenciesVision and goalsAgile KPIs/OKRsTeam/scaled structuresPortfolio and planningArchetypesScarce resourcesGitLabSCRUMBANAzureX-Treme ProgrammingKANABANJenkinsBTXMiroLeanJiraSCRUMDesign ThinkingTrelloSCRUM XPRolesValuesPrinciplesBudgetingEXHIBIT 2The agile operating mod
22、elAligning on the goals and achieving the same understanding is often not easy.Depending on what goals to be achieved,it is crucial to understand that the transformation scope and path is going to look different.And even if benefits are clear,implementing agile at scale is unfortunately difficult an
23、d takes time.It demands more than implementing well-known frameworks and changes on team level:it requires finding an individually tailored agile operating model that consists of innovations in culture and leadership,governance,and ways of working across the full organization(see Exhibit 2).Hardest
24、of all is developing agile leadership and culture:this demands an in-depth and sustainable change of the overall corporate mindset and leadership style which takes significant time and effort.Benefits of agile are only limited without leadership and culture that align with its principles and values.
25、Agile methodologies require a shift in mindset and a supportive organizational culture that encourages autonomy,trust,and collaboration.Strategy&|The state of agile organizations across industries6Executive summary of findings 1.State of agile transformation Agile is a key theme for companies across
26、 industries regardless of whether they operate in a tech-savvy and highly digitalized industry such as telecommunication/tech,or in highly regulated industries such as healthcare and pharmaceuticals,or in hardware dominant industries such as manufacturing.2.Agile operating model Only around 30 perce
27、nt of companies leverage the full potential of agile.We find there is a fundamental difference between“Doing Agile”and“Being Agile”,and that benefits mostly come from“Being Agile”.3.Agile leadership and culture Top management commitment to the agile transformation is not perceived equally across hie
28、rarchical levels.However,successful agile transformation requires strong leadership commitment.4.Agile governance Establishing an agile governance is crucial to get from“Doing Agile”to“Being Agile”,yet it is precisely this layer that frequently falls short and poses significant challenges for many o
29、rganizations.5.Agile way of working The benefits of agile are very limited if standardized tools are implemented without tailoring them to an organizations needs and not supported by a technology foundation.Unfolding full agile potential requires technology transformation including the adoption of m
30、odern architectures such as delivery pipelines,automated testing and modular cloud platforms or containerized applications.AgileStrategy&|The state of agile organizations across industries7200+participants focusing on Germany,Switzerland and Austria(from Nov 2022 to Jan 2023)Across top middle and lo
31、wer managementAcross all sectorsAcross all company sizesC-level or Board MemberVice President or DirectorManagerOther12%6%7%42%21%10%15%24%48%20%32%22%14%11%10%6%Division C-Suite or Business Unit LeaderProfessional Services1Chemicals,Metals and EnergyTelecommunication/TechManufacturingConsumerAutomo
32、tiveHealth and PharmaFinancial ServicesSmall(10000)Medium(2000-10000)The study was supplemented by selected expert interviewsThe Strategy&study on the state of agile organizations across industries(Methodology)We embarked on a rolling study of the state of agile organizations across industries.In ea
33、rly 2023 we completed a survey of over 200 corporations in German-speaking countries designed to assess whether agile is a key theme for organizations of different sizes and sectors,and to identify the extent of adoption of agile operating models as well as to identify what is working well and what
34、is not.We also continue to draw insights from our annual agile panel which this year discussed the state of agile organizations across industries with panelists from the insurance,retail and consumer,and healthcare industries,as well as with a representative from academia.EXHIBIT 3The study at a gla
35、nce1 Including others Source:Strategy&surveyStrategy&|The state of agile organizations across industries8Not startedOngoingCompleted100,0002,000-10,000500-2,000Source:Strategy&surveyEXHIBIT 4Agile transformation status by sizeThe state of agile transformationAgile is a key theme for companies across
36、 industries regardless of whether they operate in a tech-savvy and highly digitalized industry such as telecommunication/tech,or in highly regulated industries such as healthcare and pharmaceuticals,or in less digitized/hardware dominant industries such as manufacturing.A significant majority of the
37、 companies involved in the study(76 percent)said that they were undergoing an agile transformation process,but only 6 percent of participants say they have completed their transformation.Additionally,18 percent of companies surveyed have an agile transformation on their agenda but have not yet begun
38、 the work.Large corporations with more than 2,000 employees make the slowest progress(see Exhibit 4):none say they have completed an agile transformation,although the majority have started the process.Some companies with fewer than 500 employees have completed their agile transformation but smaller
39、companies are also less likely to have begun their transformations.The higher completion rate exhibited by smaller companies is not entirely unexpected,and this can be attributed to several factors.Firstly,smaller companies typically possess less complex organizational structures and processes.Secon
40、dly,they tend to have a better-defined transformation scope.Lastly,smaller companies often face less time pressure,TakeawayAgile transformation is visible across the survey sample but in most cases progress is far from complete,with slower progress in larger companies.Companies should recognize that
41、 agile transformation is always an ongoing process.Strategy&|The state of agile organizations across industries9allowing them to execute their initiatives with greater precision and thoroughness.In contrast,larger organizations tend to overly complicate their processes and struggle to establish an a
42、ppropriate scope for their transformation efforts,slowing the pace of transformation.Overall,our study results show that agile is an important concept and relevant independent of the industry and company size.More importantly agile transformation is,in the words of one survey participant,“a never-en
43、ding process that continues as the organization evolves”.Agile transformations take time typically longer than expected,especially for fully scaled transformation models.Culture and leadership change in particular is critical to agile transformation and is always a slow and challenging process.Compa
44、nies need to manage transformation expectationsThe success of an agile transformation depends in part on an understanding of the depth of the challenge and the time necessary to make progress.Companies expecting rapid transformation are likely to be disappointed and may end up abandoning the process
45、.Our study shows that agile transformations typically exceed the anticipated timeframe.In our survey,companies with ongoing transformations are on average already more than four years into the transformation process.We also find that most transformations started only recently:the majority of compani
46、es embarked on the agile journey after 2017.Progress is fastest where organizations focus on specific processes and functions first,before attempting to scale.Strategy&|The state of agile organizations across industries10Agile is becoming an integral part of the operating model for companies with am
47、bitions to compete with the best.Companies in all industries are exposed to agile(see Exhibit 5),however,the impact of external sectoral factors can influence the extent to which agile approaches are adopted and implemented within an organization.Companies in most sectors have embarked on agile tran
48、sformations but even in telecommunication/tech businesses the sector most far along in agile transformation only 11 percent of companies report a completed agile transformation.Overall,in five out of eight sectors covered by the survey,no companies report a completed transformation.In our study we f
49、ound that the telecommunication/tech and financial services sectors have emerged as leaders in achieving comprehensive agile transformations compared to other industries.This comes as no surprise considering that the Agile Manifesto originated within the software development industry.Furthermore,bot
50、h the telecommunication/tech and financial services sectors are heavily digitalized and possess a deep understanding of the benefits associated with adopting agile methodologies.The automotive,resources/energy and consumer sectors are currently undergoing agile transformations,while healthcare and p
51、harmaceutical businesses as well as manufacturing companies are more likely to report that they have not yet embarked on the journey.1 Including others Source:Strategy&surveyEXHIBIT 5Agile transformation status by industryNot startedOngoingCompletedTelecommunication/TechAutomotiveChemicals,Metals an
52、d EnergyConsumer MarketsHealthcare and PharmaceuticalsManufacturingProfessional Services1Financial Services17%74%11%14%70%16%3%76%22%92%8%82%18%80%20%78%22%72%28%Strategy&|The state of agile organizations across industries11In the automotive industry,technology and digital assets now contribute the
53、largest share of the product and are also increasing their contribution within other solutions in the mobility ecosystem.The cycle time for some of these products is significantly shorter than that of the car itself,and shorter development cycles together with a strong end-customer focus are making
54、agile increasingly relevant in automotive R&D,marketing and sales,and IT.Healthcare faces significant challenges due to its intricate regulatory landscape and the bureaucratic processes associated with product approvals.These factors hinder the widespread adoption of agile methodologies within the s
55、ector.However,we see agile deployed in the delivery organization,sales and marketing.In the manufacturing industry,there is generally a lower level of digitization than average and less widespread adoption of agile practices.This is primarily due to the nature of manufacturing processes,which often
56、involve sequential and interdependent steps.A key focus within this industry is finding effective ways to combine and synchronize hardware and software components,emphasizing a holistic“systems thinking”approach,which may encourage future adoption of agile.Strategy&|The state of agile organizations
57、across industries12The agile operating modelThe agile target operating model(TOM)consisting of three essential levels:agile leadership and culture,agile governance,and the agile way of working.These interconnected levels form the backbone of an organizations agile transformation.In our survey,we fou
58、nd that the overall maturity levels of an agile TOM vary significantly(see Exhibit 6,next page).Most firms(around 70 percent)fall into the category of“Doing Agile”where they have adopted some agile practices but have not fully integrated the agile mindset into their organizational DNA(typically by o
59、nly implementing the agile way of working).Only a smaller percentage(around 30 percent)can truly claim to be“Being Agile”meaning they have achieved a holistic transformation and embody the core principles of agility in their day-to-day operations through agile governance and agile leadership and cul
60、ture.This transition from one level to another is a process that requires time,commitment,and perseverance.Our survey also shows that many companies over-estimate the extent of their agile transformation.Despite claiming to have completed a transformation,many companies still have much ground to cov
61、er to fully exploit the benefits of“Being Agile”.Companies that believe their agile transformation is complete have only fully implemented agile leadership in 75 percent of cases and have only achieved agile governance in 50 percent of cases.This highlights the importance of continuous improvement a
62、nd ongoing efforts to align the organizations practices,culture,and mindset with agile principles.It is also the case that some companies may underestimate their engagement with agile.Even among companies that have not yet embarked on their agile journey a small number are already embracing agile pr
63、inciples in some capacity:almost a quarter of companies who consider they are not undergoing agile transformation have in fact adopted typical agile methods such as stand-ups,scrums and sprints.It is clear that agile has caught the attention of forward-thinking organizations,prompting them to explor
64、e and adopt agile practices even before formally initiating their agile transformation.In summary,the agile TOM serves as a“north star”for organizations seeking to harness the power of agility.It is crucial to go beyond the initial stage of simply“Doing Agile”and aspire to truly“be agile”.While many
65、 companies may find themselves stuck at the“doing”stage,it is essential to progress beyond it in order to fully reap the benefits.Although the journey may present challenges,the rewards of enhanced adaptability,innovation,and customer value orientation make it a worthwhile pursuit.In the subsequent
66、sections we will look more closely at the three levels of an agile TOM and highlight key insights.TakeawayOnly around 30 percent of companies manage to leverage the full potential of agile as there is a fundamental difference between“Doing Agile”and“Being Agile”.Companies should be aware that benefi
67、ts mostly come from“Being Agile”.Strategy&|The state of agile organizations across industries13Source:Strategy&analysisEXHIBIT 6Agile TOM and transformation statusOverall“Being Agile”123“Doing Agile”1LevelCategoriesTransformation status0-20%41-60%81-100%61-80%21-40%Agile leadership and culture Agile
68、 culture and leadership Agile KPIs/OKRsAgile governance Agile budgeting and planning Scaled agile structuresAgile way of working Agile team structures and roles Agile processesand tools21Not started10%12%22%Ongoing22%44%79%Completed94%50%75%330%“Being Agile”70%“Doing Agile”Strategy&|The state of agi
69、le organizations across industries14Source:Strategy&surveyEXHIBIT 7Top management commitment74%40%Top managementAll staffPerceivedcommitmentperceive top management commitmentreported high top management commitment Agile leadership and cultureTransforming to an agile organization demands a fundamenta
70、l redesign of the operating model.However,the most crucial element in this transition,often overlooked,is culture and leadership.It is widely acknowledged that top management plays a pivotal role in exemplifying this change and encouraging the appropriate behaviors needed to transition from“Doing Ag
71、ile”to“Being Agile.”Our study demonstrates a revealing disparity in perception regarding top management commitment across different management levels(see Exhibit 7).Almost three quarters (74 percent)of top management respondents to the survey report a high commitment to agile transformation yet this
72、 belief may be unfounded.Fewer than 40 percent of lower-level management respondents report high sufficient commitment and adapted leadership from top management.The reasons for this disparity may be complex but it appears that while corporate leaders may have positive attitudes to agile transformat
73、ion these attitudes are not being embodied in corresponding targets and measurements.As the saying goes,“what gets measured gets done”.Only one quarter of respondents say that leaders have set agile transformation goals and tracking progress.Management has to understand that it is expected that they
74、 lead by example and an agile transformation entails also a change of leadership behavior,decision making and communication style.It is crucial to remember that agile itself is not a means to an end,but rather a means to achieve specific strategic goals.Leaders must answer the fundamental question:“
75、What are the strategic goals to be achieved through agile transformation?”Communicating,measuring,and tracking these goals is essential for success.TakeawayTop management commitment to agile transformation is not perceived equally across hierarchical levels.Successful agile transformation requires s
76、trong top management commitment;companies may need to“look in the mirror”and ask whether leadership is delivering.Strategy&|The state of agile organizations across industries15TakeawayEstablishing an agile governance is crucial to get from“Doing Agile”to“Being Agile”,yet it is precisely this layer t
77、hat frequently falls short and poses significant challenges for many organizations.Agile governanceLocal agile,evolutionary transformation and agile revolution are three ways different transformation paths to an agile organization(see Exhibit 8 for an overview).No approach is superior to another but
78、 depends on the specific situation of the organization and on the goal to achieve.Regardless of how agile is implemented,our study shows that implementing the governance layer lags behind(see Exhibit 6,page 13 where layer 2 “Agile Governance”has by far the lowest percentages).Across all participatin
79、g companies,our data shows that 79 percent have implemented“Level 1 Agile way of working”but struggle to tackle the next step of implementing the governance layer.However,an agile governance is crucial to get from“Doing Agile”to“Being Agile”.Transforming to an agile governance means introducing agil
80、e budgeting processes and establishing scaled portfolio management,aligning goal setting to the“new world”of agile,and updating reward and incentive programs to suit the new way of working.Especially we see companies struggling with introduction of agile budgeting and portfolio management,which in e
81、ssence means three things that are crucial for a scaled agile organization to function:1.Flexibility and alignmentAgile budgeting allows for greater flexibility in resource allocation and funding decisions.It recognizes that priorities and needs may change throughout an initiative.Therefore,it align
82、s with the core principles of agile principles like customer collaboration,responding to change,and delivering value incrementally.2.Transparency and accountabilityAgile budgeting promotes transparency by making budget allocation and spending visible to all stakeholders.It also encourages accountabi
83、lity among teams to ensure that means are used effectively.3.Value-driven approachDelivering value to customers over following pre-defined budgets.That approach allows for regular reassessment of priorities and funding decisions based on the expected value.Strategy&|The state of agile organizations
84、across industries16Source:Strategy&analysisEXHIBIT 8Three patterns of agile implementationDepending on the goal to achieve local agile,evolutionary transfransformation and agile are three ways of implementation1.Local agile2.Evolutionary transformation3.Agile revolutionOperationsIT runIT changeProdu
85、ctTransfer projectsFinance andaccountingDeliveryEnabling12Service centerBranches/reg.centerBusiness bankingServiceSalesExplanationDevelopment of agileAgile organizationFunctional organizationFunctional organizationAgile organization31Functional organizationAgile organization12 Step-wise implementati
86、on of an agile operating model Slow changes towards an agile culture,temporary establishment of agile organization besides the legacy functional line organization Company wide roll-out of an agile operating model in one step Mostly top down driven goal oriented transformation with radical change in
87、across organization and culture Usage of agile practices in designated teams e.g.within software development in IT Limited changes to overall operating model,culture and organization11113Strategy&|The state of agile organizations across industries17Implementing a scaled agile governance is hard beca
88、use it poses major challenges that come with a change of paradigm.It requires persistent commitment to cultivating an agile mindset on decision making throughout the organization:From budget to capacity:Inadequate understanding and skills for implementing scaled structures and portfolio management.C
89、onstant realignment of priorities:Lack of alignment between strategic goals,project priorities,and resource allocation paired with traditional or incomplete data and metrics for decision-making.Change of perspective:Resistance to change from employees and management stakeholders from functional to c
90、ustomer value perspective.Change of perspective:Resistance to change from employees and management stakeholders from functional to customer value perspective.Managing the interface of agile versus waterfall:Coexistence of waterfall and agile is often unavoidable.Yet companies need to understand that
91、 it is crucial how to manage the interface on the one hand and on the other hand leave behind the old world where agile is applied.At the end its sill about collaboration and compromise:Insufficient communication and collaboration among stakeholders when it comes to technology,feature,customer decis
92、ions.Strategy&|The state of agile organizations across industries18Agile way of workingThe way of working level is where we find the highest level of agile adoption reported by companies,and this is often independent of whether they have implemented a formalized and leader-driven agile transformatio
93、n strategy.The statement“in my company appropriate tools to support effective work in an agile manner exist and are available”(meaning tools such as daily stand-ups,scrums and sprints,iteration,prioritization and the use of Kanban boards)achieved by far the highest rating in our survey with an avera
94、ge score of 7.1 on a scale from 1 to 10.One driver for the recently high adoption rate is the emergence of new work practices during the COVID-19 pandemic.However,the effective use of these tools is often lagging behind.Why?To fully harness the benefits of agile,organizations must go beyond the mere
95、 implementation of standardized tools,but ensure that these tools are tailored to their specific needs and are kept a jour.Our experience shows that companies are most successful in scaling when they set organization-wide guardrails so called“non-negotiables”that demand these tools but leave a certa
96、in amount of freedom for teams to define their ways of working on team level to suit their needs.For example,in the pharmaceuticals industry some teams within big companies have successfully implemented a quality assurance week,or sprint,to make sure that all compliance requirements are met during t
97、he development even though such a sprint is not part of any standard framework.Furthermore,achieving the full potential of agile necessitates a technology transformation that encompasses the adoption of modern architectures such as delivery pipelines,automated testing and modular cloud platforms or
98、containerized applications.For instance,delivery pipelines enable organizations to automate the process of software development,testing,and deployment.This automation facilitates continuous integration and delivery,allowing for frequent and reliable releases of updates.Similarly,automated testing pl
99、ays a crucial role in maintaining the quality of products throughout the development lifecycle.By automating testing procedures,organizations can identify and rectify issues swiftly,thereby ensuring the delivery of high-quality products.However,this co-maturity journey of the underlying and enabling
100、 architecture is often hard to achieve as companies struggle with monolithic application structures and complex dependencies.This also outlines why an end-to-end view is essential for agile target operating at scale.TakeawayThe benefits of agile are very limited if standardized tools are implemented
101、 without tailoring them to an organizations needs and not supported by a technology foundation.Unfolding full agile potential requires technology transformation including the adoption of modern architectures such as delivery pipelines,automated testing and modular cloud platforms or containerized ap
102、plications.19ConclusionThe Strategy&study has identified the following important success factors for agile transformation:Agile transformationIt takes courage and patience to stay the course as agile transformations cannot be achieved overnight.Companies should not set over-ambitious targets,and the
103、y must stay realistic regarding scope and timeline.The right culture is amongst the most important elements of the transition and culture change is often slow and challenging.Agile operating model“Doing Agile”is not“Being Agile”.To exploit the full power of agile,companies need to fundamentally rede
104、sign the entire operating model.Yet to manage this transition in an orderly fashion,companies may need to retain critical elements of the pre-agile era during transformation to manage the interface of the“old world”and the“new world”.Agile leadership and cultureAgile is a means,not an end.Leaders mu
105、st answer the fundamental question:“What are strategic goals to be achieved through agile transformation?”Leaders must ensure their commitment to agile is exemplified through their readiness to embrace failure,while also acknowledging and celebrating progress and success.Agile governanceAn agile gov
106、ernance is crucial to get from“Doing Agile”to“Being Agile”.Leaders must ensure that“formal”governance such as budgeting,goal setting,and portfolio management get transformed to suit the new way of working and to walk the talk.Agile way of workingInstead of blindly implementing scrum and other tools,
107、they should be adjusted and personalized to meet the actual needs of the people in the organization.The involvement and support of employees are essential for successful agile transformations.To achieve true agility,it is important to embrace not just a new way of working,but also the adoption of mo
108、dern technologies like modular cloud platforms or containerized applications.Agile transformationAgile operating modelAgile leadership and cultureAgile governanceAgile way of workingBeing AStay up to date Sign up here to receive the latest Strategy&thought leadership and industry trends 2023 PwC.All
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