About this Publication

Survive & Thrive on Disruption

Today companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be Agile.

Lack of an overarching theory about how to expand the Agile Manifesto has led to many fragmented attempts to apply Agile company-wide. Yet, doing Agile (the mechanics) is different from being Agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company.

Many experts are looking into implementing company-wide Agility. Yet, they work from one perspective.

For example:

  • A Beyond Budgeting expert might say, “Stop fixing the budget annually, because otherwise you won't have the flexibility to react to frequent market changes.”
  • An Open Space expert might say, “You need to make space for what you don’t know and can’t control, for totally new things to emerge. If people can follow their passion, you will be able to implement company-wide Agility, otherwise people will just do what they are asked.”
  • A Sociocracy expert might say, “You first need to resolve the power structure, because as long as you have a hierarchy defined as top-down you will not become agile.”
  • An Agile expert might say, “You need to start inspecting and adapting by using regular retrospectives in order to react flexibly, otherwise you will neither be able to learn from the market nor from within your company.”

All of these perspectives are true, but the perspective is always from within the discipline.

Our new perspective synthesizes these approaches and invites you to take a new, overview perspective that can truly address the challenges of doing business in a volatile, uncertain, complex, and ambiguous world.

About the Author

Jutta works as an independent coach, consultant, trainer, author, and speaker (https://www.jeckstein.com/). She has helped many teams and organizations worldwide to make an agile transition. She has a unique experience in applying agile processes within medium-sized to large distributed mission-critical environments. She has published her experience in many books: - Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy (with John Buck), see https://www.agilebossanova.com/ - Diving for Hidden Treasures: Uncovering the Cost of Delay in your Project Portfolio’ (with Johanna Rothman) - Agile Software Development in the Large’ - Agile Software Development with Distributed Teams’ - Retrospectives for Organizational Change She is a member of the Agile Alliance (having served the board of directors from 2003-2007) and a member of the program committee of many different American, Asian, and European conferences, where she has also presented her work. Jutta holds a M.A. in Business Coaching & Change Management, a Dipl.Eng. in Product-Engineering, and a B.A. in Education.

John Buck is the coauthor of We the People: Consenting to a Deeper Democracy, a book about sociocracy as a design system for agile organizing and running of organizations. He heads the English language division of The Sociocracy Group, http://sociocracyconsulting.com, an international consulting organization headquartered in Rotterdam, Netherlands. He has led dozens of sociocracy implementation projects for a variety of organizations. He believes that such basic values as equality, liberty, and transparency and design methods such as agile can make our work places dramatically more sustainable, elegant, and profitable.