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Publisher's Summary

More value from less work.
An unstoppable business revolution is under way - and it is Agile. Companies that embrace Agile Management learn to connect everyone and everything...all the time. They can deliver instant, intimate, frictionless value on a large scale.
Agile began emerging many decades ago, but truly took off in the software development industry. Sparking dramatic improvements in quality, innovation, and speed-to-market, the Agile movement is now spreading quickly throughout all kinds of companies. It enables a team, a unit, or an enterprise to nimbly adapt and upgrade products and services to meet rapidly changing technology and customer needs. And the process is applicable anywhere—companies don’t need to be born Agile, like Spotify. Even centuries-old Barclays is making the transition and reaping rewards.
Filled with examples from every sector, The Age of Agile helps readers:

Master the three laws of Agile Management (team, customer, network)
Embrace the new mindset
Overcome constraints
Employ meaningful metrics
Make the entire organization Agile
And more
With this breakthrough approach, even global giants can learn to act entrepreneurially. Their future depends on it. 
©2018 Stephen Denning (P)2018 Brilliance Publishing, Inc., all rights reserved. Published by arrangement with AMACOM, a division of American Management Association International, New York.
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Customer Reviews

Most Helpful
2 out of 5 stars
By Frank from Virginia on 03-18-18

This book devolved into a political treatise

The first half of the book is about agile management and is pretty good. The last half of the book devolves into a LONG diatribe against maximizing shareholder value. This is literally half of the book.

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5 out of 5 stars
By Srikanth Ramanujam on 03-06-18

This is "Radical Management" 2.0

I have been following Steve Denning and his storytelling for a while now. The "Age of Agile" is an updated version of his earlier book from 2010 - "Radical Management". If you haven't read that one, skip it and read this one instead.

As a practicing Agile coach and transformation agent, I can empathize with Steve's views on Agility. Agility is certainly a strong organizational competitive advantage, but it is an answer amongst other things - he does take elements of that on in the second part of the book including moving from shareholder centricity to being client-centric, stock-market manipulations, etc.

One missing piece is innovation, there is an assumption that just being agile could make organizations innovative - though possible, in the complex domain without building an organization that is capable of identifying and nurturing innovation and thinking outside-the-box to build resilience is a missing piece.

A good read for Leaders and Managers, especially to those thinking of "Business Agility" and "Strategic Agility" though I wonder whether the people who would need to imbibe and introduce real change might be put off by his brutal honesty and the complexity of the magnitude of change required to introduce the new reality.

If only organizations would change by reading a $10 book, if only... :-)

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Customer Reviews

Most Helpful
2 out of 5 stars
By Per.E on 03-17-18

Extremely Dogmatic

Any additional comments?

The author is extremely dogmatic throughout the entire book which makes it somewhat of a painful listen. Some useful takeaways but I would not recommend this book.

Just to use an example. Making claims like focusing on a small team, customers and the network effect should justify a Nobel Prize in business is equivalent to arguing better eating, more exercise, less stress and focus on sleep would justify the same in medicine. These are not revolutionizing views and have been used in practice well before someone coined the phrase Agile.

While I agree that corporations often fall victim of short term focus, but arguing for outlawing share buybacks because some companies rely on it during the wrong time is quite extreme. Prohibiting companies from buying back shares but allowing them to issue an infinite amount of shares could equally have unfavorable systemic consequences.

The author seems to argue innovation for the sake of innovation which is contrary to the conclusions made by Jim Collins and Morten Hansen in Great by Choice.

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