The Agile Manifesto, announced in 2001, began to focus development teams on value and outcomes; shifting the team’s focus and commitment to broader organizational goals and objectives. Today, as it was then, this shift can create the feeling that the ground under the feet of the entire IT staff was shaking. Changing the basic truth of set expectations to a complex truth that “We only know what we know right now,” and as we learn more about a problem, and start building a solution, we will learn more and more.
Since that time we have seen Agile principles permeate organizational practices. In 2009 the Army War College introduced the concept of VUCA: Volatility, Uncertainty, Complexity, and Ambiguity, that defines the modern organizational landscape. Agile now has found its way to the Boardroom, as more adaptive approaches to strategy, planning, organizational and business models, and value delivery have become fundamental to remaining competitive.
Since that time we have seen Agile principles permeate organizational practices. In 2009 the Army War College introduced the concept of VUCA: Volatility, Uncertainty, Complexity, and Ambiguity, that defines the modern organizational landscape. Agile now has found its way to the Boardroom, as more adaptive approaches to strategy, planning, organizational and business models, and value delivery have become fundamental to remaining competitive.
