retailers, insurers and consumer goods manufacturers are using “agile” processes to work more quickly, more effectively and more profitably.

Forrester cites how electronics retailer Best Buy Co. uses predictive analytic applications to tailor marketing campaigns, product selection and other processes to the needs of local markets. Consumer goods giant The Procter & Gamble Co. is using IT to create virtual mock-ups that allow product developers to make changes to new products on the fly, slashing weeks from the development process.

Sometimes, agility means speeding the marketing and sales process. Forrester describes a financial services firm that has developed a single application that allows advisers to invite clients to an online meeting, describe various investment options, explore various

what-if scenarios, and assemble and e-mail the required paperwork to the client.

Other firms use agile technologies to dynamically decide which business functions to outsource. Forrester cites a major insurance firm that developed systems that allow it to select the best partners for sales, marketing and other noncore business functions, and easily integrate them into its operations without complex and expensive systems integration.

group builds base applications for tasks such as licensing and forms that can be customized by individual agencies.

Among the major challenges to becoming more agile are that workers with the required skills (ranging from user interface design to business process analysis) may be scattered around the organization, available only from outside vendors or just difficult to describe without accepted standards for job titles, descriptions or pay levels.

Agile development also requires specific disciplines and processes. In a May 2007 report titled, “Agile Success Factors,” Gartner Inc. recommends, for example, that companies keep core teams to fewer than 12 people, with experienced staff making up 20% to 30% of the team. The report also recommends that organizations use their “best and brightest” to promote agile philosophies within the organization and to remind business managers that agile development projects require more of their time and attention than does traditional development.

Gartner also warns that it’s vital to identify which responsibilities employees can de-emphasize so they can focus more on agile work methods.

Become an agile organiza-
tion is an ongoing process and
is not easy, because it involves
changing people’s behavior as

QuickPoll Agile management is best described as:

13.3%

13.3%

60.1%

13.3%

cutting redundancy In still other cases, IT itself is the focus of a company’s agility efforts. The state of Rhode Island is adopting BPM tools and the agile development methodology to reduce the amount of redundant work done by various agencies. It will use BPM tools to create statewide standards for development, while the central IT

The ability to respond quickly but appropriately .

Striking a balance between freedom, innovation and return on investment .

The ability to communicate and collaborate with customers .

The ability to change priorities quickly .

Agility at Work

Companies have used agile processes and technologies to:
Tailor product selection and store appearance for individual communities.
Make it easier to outsource key business processes without
costly integration.
Speed sales through integrated platforms that allow financial advisers
to consult with customers online, display various options and e-mail the
required paperwork to the customer from within a single application.
Slash product development times through virtual mock-ups.
reduce redundant effort in the application development process.

15 total votes Source: Computerworld QuickPoll, September/October 2007

 

well as their workflows and the technology they use. But it does not have to be done perfectly to deliver results, and the worst penalties — in lost sales, higher costs and reduced competitiveness — will fall on those who do not at least try to become more agile in a changing world.