Future CIO: Elevating to an Agile Culture — Key Learnings
Description
Future CIO: Elevating to an Agile Culture — Key Learnings
This IDC Perspective discusses lessons learned and practices that elevate agile cultures. Agile cultures are the foundation of high-performing teams and organizations that adapt quickly to changing conditions and adverse disruptions. Leadership creates culture. This document describes the underlying principles and some of the practices that CIOs can use to define and support their agile cultures. In their role of influencers of the entire enterprise, CIOs can leverage the culture they create to build a culture that supports adaptability, empowerment, agility, and resilience through the entire organization. Creating an agile culture is a journey — not an event — and CIOs should approach this work through a series of short iterations, prioritized based on impact and value and through which the CIO and the teams learn the principles of agility. "Our world of rapid changes in technology and growing uncertainty requires the CIO to build an organizational capacity and capability for adaptability," says Niel Nickolaisen, adjunct research advisor with IDC's IT Executive Programs (IEP). "Fortunately, we can leverage the work and learnings of others to guide our culture-building journey."
Please Note: Extended description available upon request.
This IDC Perspective discusses lessons learned and practices that elevate agile cultures. Agile cultures are the foundation of high-performing teams and organizations that adapt quickly to changing conditions and adverse disruptions. Leadership creates culture. This document describes the underlying principles and some of the practices that CIOs can use to define and support their agile cultures. In their role of influencers of the entire enterprise, CIOs can leverage the culture they create to build a culture that supports adaptability, empowerment, agility, and resilience through the entire organization. Creating an agile culture is a journey — not an event — and CIOs should approach this work through a series of short iterations, prioritized based on impact and value and through which the CIO and the teams learn the principles of agility. "Our world of rapid changes in technology and growing uncertainty requires the CIO to build an organizational capacity and capability for adaptability," says Niel Nickolaisen, adjunct research advisor with IDC's IT Executive Programs (IEP). "Fortunately, we can leverage the work and learnings of others to guide our culture-building journey."
Please Note: Extended description available upon request.
Table of Contents
9 Pages
- Executive Snapshot
- Situation Overview
- Select a Culture Framework and Consciously Measure Your Culture Against This Framework
- Include Improvements in Culture in IT Plans and Priorities
- Dramatically Shorten Project Timelines
- Promote and Encourage Experimentation
- Formally and Informally Train and Mentor Agile Culture
- Measure Outcomes, Not Activity
- Define and Talk Frequently About Why
- Nothing Is Ever Done; Treat All IT Services as Products
- Use Tangible Measures to Track Cultural Progress
- Getting Started
- Advice for the Technology Buyer
- Learn More
- Related Research
- Synopsis
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