6.
FROM OPERATIONAL TO STRATEGIC AGILITY
Having a strategy suggests an ability to look up from the short term and the trivial to view the long term and the essential, to address causes rather than symptoms, to see woods rather than trees.
—LAWRENCE FREEDMAN1
As the Agile mindset and processes increasingly enter the management mainstream, firms are learning how to draw on the full talents of those doing the work, involve customers at every stage of product development, and generate innovations that customers value.
While most organizations implementing Agile management are still preoccupied with upgrading existing products and services through cost reductions, time savings, or quality enhancements for existing customers (i.e., operational Agility), ...
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