The principles and values of agile are nearly twenty years old and yet many organizations are just beginning to embrace agile, most often in the context of IT delivery alone. In some cases, agile was attempted, but resulted in failure or limited adoption within the organization.
Based on our 2018 CEO survey, we know that leaders are concerned about threats such as the rapid speed of technological change and the difficulty in attracting the right talent and skills. Simply speaking, the entire enterprise operating model needs to be transformed to enable true agility.
Adopting an agile way of working may not be for everyone; in rare cases, where the work is complicated, but predictable and does not require regular customer feedback, the return on investment in agility may be low.
Despite the increase in agile adoption, enterprises still struggle to scale agile beyond the team level and are unable to get the most out of their investments.
Lack of expertise: Lack of experience with agile delivery methods within the organization (business and IT) and limited expertise to guide and support new agile teams prevent growth.
Traditional portfolio management and compliance obligations: Limited understanding of how to organize around the value, lack of focus on maximizing the available tax advantages, and trying retrofit old control frameworks to the new world, can lead to legacy thinking that erodes the value of iterative development.
Poor organizational change management: Lack of sufficient management support and/or cultural alignment to core principles and values that enable agility.
Legacy technology: Lack of modernized systems means architecture and infrastructure are tightly coupled and difficult to configure. Monolithic architecture is also a bottleneck to continuous integration and deployment.
As a result, at PwC, we seek to deliver a holistic approach to successfully transform the enterprise and enable it to achieve goals such as revenue growth / cost savings, quality improvement / risk reduction, and workforce evolution. Regardless of where an organization is on the enterprise agility journey, we create a tailored approach for our clients based on their highest priority needs that will enable the fastest return on investment.
PwC delivers enterprise agility transformation support through:
Delivery excellence through IT operating model transformation
Improved portfolio alignment and financial integrity
Organizational change management
Through our integrated set of services, PwC helps organizations focus on market outcomes by being at the intersection of Business, eXperience, and Technology (BXT). Our BXT approach to deliver these services have proven to be successful in breaking down silos, altering mindsets, and unearthing new value.
If you are interested in exploring a holistic transformation, contact our leadership team.
Principal, Financial Services, PwC US
Principal, Industrial Products and Services, PwC US
Principal, Technology, Media and Telecommunications, PwC US