Leading future-ready organizations

Leading future-ready organizations

In the past year of navigating an unprecedented pandemic, organizations across all industries were forced to pivot their business and operating models to adapt to rapid technological change. Many companies quickly started investing in and practicing Agile development methods. While this wave of Agile adoption set the foundation for transformational change, the reality is most companies didn’t fully accomplish what they set out to with Agile.

In fact, our research shows that going into the pandemic 40% of organizations felt highly agile when it came to flexibly making changes—that number has dropped to just 18% today. For the small few that seem to have cracked the code, Agile is working and they’re in a process of ongoing, continuous improvement centered around experimentation, collaboration, iteration, and a focus on the customer.

The rest of the companies are still getting stuck moving past the following key obstacles:

High dependency across application teams. Highly interconnected technology architecture leads to a highly integrated application team structure, which hinders the extent to which teams can operate independently and nimbly.

Friction between functions. Different operating teams across the application lifecycle (e.g. operations, finance, infrastructure, security, and quality) tend to have different ways of working, leading to friction at the organizational interfaces.

Nonelastic talent structure. Many companies are finding their practitioners are underutilized and underperforming due to rigid operating structures, and challenges exist to have access to the “right” talent at the “right” time. This is particularly poignant as teams begin operationalizing DevOps.

Copyright © 2021 IDG Communications, Inc.

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