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The most profound of these is the change in focus from internal return on investment (ROI) to external customer value, which is fundamentally a change in perspective and your gut-level basis of decision making. Concurrently, the technology measures of success change from cost and efficiency to speed and adaptability.
Leveraging technology and creating new business models are important, but the most critical component is transforming your culture so that it can evolve and adapt quickly.
For example, when enterprises have agile teams that deliver features every two weeks but operate within an annual funding cycle, something doesn’t jive.
Agile software development has been around for nearly 20 years, yet some organizations still think that implementing a practice or two—iterations, pair programming, daily stand-up meetings—is enough.
By clinging to this narrow definition, they fail to embrace the cultural values that are the core of real agility.
