How Mapping The Agile Transformation Journey Points The Way To Continuous Innovation

. Over a period of years, every GE senior manager would learn the lean startup methodology, and GE would be the showcase for how modern companies use entrepreneurial management to transform culture and drive long-term growth."GE is an example of a top-down Agile journey, which turned out to be largely ceremonial. It was imposed from the top as a process. Despite huge investment in training and process and top management directives, it achieved practically nothing.

What has often happened then is that this lobbying increasingly irritates the top management. At a certain point, the management closes down the Agile implementation. Of course, they don’t use those words. Instead, they declare victory: “We are already agile. We don’t need agile leaders or coaches and more.” As a result, the Agile journey can stall or die, or at least go underground.Yet the problem in the marketplace that had prompted the firm to pursue Agile in the first place still exists.

In one sense, Amazon was in some ways Agile from the outset: as a public company in 1997, Amazon announced its obsession with adding value to customers as the driving force of its operations. Profits and shareholder value were to be the result, not the goal. Bezos “framed the kind of employees he wanted in simple terms,” as Brad Stone explains. “All new hires had to directly improve the outcome of the company. He wanted doers—engineers, developers, perhaps merchandise buyers, but not managers. ‘We didn’t want to be a monolithic army of program managers, à la Microsoft. We wanted independent teams to be entrepreneurial.’”

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