business sustainability is lead By Agile

Founded in 2001 Agile has been applied across industry specialties with companies such as, Hoffman la Roche, and Spotify. All relying on efficient delivery timelines and a desire to prioritize people and interactions over tools and processes. A key benefit of Agile principles is the cascading collaborations and sharing environment throughout a matrix organization.

Agile has been shown to be much more dynamic than the hierarchical organizations. An Agile framework enhances organizational culture becoming a source of competitive advantage when new organizational behaviors are applied.

At the heart of Agile leadership is competency of leadership’s communication, flexibility, and creativity. Which are essential behavioral assets for functional and executive decision making in a growing and sometimes unpredictable industry or product portfolio environment. These behavioral competences allow an Agile framework to enhance and enable the characteristics needed to successfully apply adaptive delivery cycles, and technology.

For this reason, successfully addressing the characteristics of an organization enables the executive and agile leadership to support the implementation of Agile Kaizen principles within the company work streams. With flexible characteristics to drive culture and create people orientation and collaborative leadership styles, within small self-organizing teams. Applying an agile framework into a organization’s processes will help to utilize the core competencies that are needed to execute and deliver on highly complex and uncertain product portfolios from conception to market consistently and efficiently. 

There is room for life science subspecialties such as biotechnology, specialty chemicals and biopharmaceutical to become more efficient while removing unneeded reiterations of productivity that are shown to neither improve quality or decision making. To be agile, an organization needs to be both dynamic and stable.

Dynamic practices enable companies to respond nimbly and quickly to new challenges and opportunities, while stable practices cultivate reliability and efficiency by establishing a backbone of elements that don’t need to change frequently. We measure the benefit and effect of Agile use in life science organizations by measuring two dimensions of success: efficiency and overall stakeholder satisfaction against organizational goals. Moderating effects that impact the success of Agile are also measured such as, perceived quality of the vision/goals of the portfolio, portfolio/program complexity, and portfolio team experience. Across industries Agile has consistently had a positive impact on all dimensions of a business’s enterprise success.

 

Diffusion of New Tool

Agile’s ongoing diffusion in specialty markets has also proven to have a high success rate (p >0.1) across multiple industries, with life science companies obtaining the most reliable benefit. Allowing for innovation that has a powerful impact on growing and established companies cost effectiveness

 

Agile acceptance and implementation in industry is growing with notably higher success in the life science industry. This is due to the nature of the technical and expert complexity of organizational process matrixes, product and project delivery, team customers and external stakeholders. Agile use in high technology and vendor services (CROs, and manufacturing partners) also enhances partner synergies.  Allowing for Agile’s ongoing diffusion in specialty markets has also proven to have a high success rate (p >0.1) across multiple industries, with life science companies obtaining the most reliable benefit. Allowing for innovation that has a powerful impact on growing and established companies cost effectiveness. Giving executive leadership confidence in their company’s preparedness for continuous improvement and disruption. 

 

 

References

Fowler M, Highsmith T., (August 2001) Agile Manifesto http://users.jyu.fi/~mieijala/ kandimateriaali/Agile-Manifesto.pdf

Serrador P., Pinto J. (January 2005) Does Agile Work? -A quantitative analysis of Agile project success. Science Direct. http://dx.doi.org/ 10.1016/j.ijproman.2015.01.006.

Serrador P., Pinto J. (January 2005) Does Agile Work? -A quantitative analysis of Agile project success. Science Direct. http://dx.doi.org/ 10.1016/j.ijproman.2015.01.006.

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