Darrell Rigby – författare

Agile has the power to transform work--but only if it's implemented the right way.For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack.Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way.The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise.Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility.

The current downturn may prove more brutal than most previous recessions. It''s already hammering companies in markets around the globe. It will test businesses to their fullest-many won''t survive.But downturns present strategic opportunities, too. In fact, many more companies achieve dramatic gains during recessions than in normal times.How to ensure your company emerges successful? In Winning in Turbulence, a new volume in the Memo to the CEO series, Bain & Company downturn strategist Darrell Rigby provides the playbook. He presents a powerful framework and diagnostic tool (available in the book and online) for assessing three dimensions of your situation:- Your industry''s sensitivity: How hard is it hit by this downturn?- Your company''s strategic position: Are you an industry leader or follower?- Your firm''s financial position, including cash reserves.The author then explains how to craft an action plan tailored to the situation you''ve diagnosed, providing tools for:- Cutting costs intelligently-sustaining your margins and brand- Boosting revenue by refocusing your sales force on the right customers- Channeling resources into your core businesses- Preparing for bold moves, such as game-changing acquisitionsTimely and practical, this book positions you to survive a downturn and emerge stronger once the recovery begins.

The definitive leadership and management ideas of the year from Harvard Business Review.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up to date on the most cutting-edge, influential thinking driving business today. With authors from Amy C. Edmondson to Jamil Zaki and company examples from Microsoft to the NBA, this volume brings the most current and important management conversations right to your fingertips.This book will inspire you to:Break the cycle of endless transformation and change fatigueStop AI-generated workslop from causing frustration and needless reworkCounter common misconceptions about psychological safetyChoose the best CEO in the face of uncertainty and volatilityTurn your data into a strategic assetIllustrate your strategy clearly and effectively—in one visualizationThis collection of articles includes "The Conflict-Intelligent Leader," by Peter T. Coleman; "The Gen AI Playbook for Organizations," by Bharat N. Anand and Andy Wu; "AI-Generated 'Workslop' Is Destroying Productivity," by Kate Niederhoffer, Gabriella Rosen Kellerman, Angela Lee, Alex Liebscher, Kristina Rapuano, and Jeffrey T. Hancock; "What People Get Wrong About Psychological Safety," by Amy C. Edmondson and Michaela J. Kerrissey; "Every Team Needs a Super-Facilitator," by Jamil Zaki; "Does Your C-Suite Really Operate as a Team?"; "How to Monetize Your Data," by Suraj Srinivasan, Robin Seibert, and Mohammed Aaser; "Choose the Right CEO for Volatile Times," by Claudius A. Hildebrand, Kate Hurley, and Giovanna Galli; "In Uncertain Times, Ask These Questions Before You Make a Decision," by Cheryl Strauss Einhorn; "You Should Be Able to Boil Your Strategy Down to a Single Clear Visualization," by João Cotter Salvado and Freek Vermeulen; "What Every Company Can Learn from Private Equity," by Marla Capozzi, Sacha Ghai, Paul Gompers, Steven N. Kaplan, John Kelleher, and Vladimir Mukharlyamov; "Why Senior Leaders Should Stop Having So Many One-on-Ones," by Ron Carucci; "The Hidden Beliefs That Hold Leaders Back," by Muriel M. Wilkins; and "Get Off the Transformation Treadmill," by Darrell Rigby and Zach First.HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This edition features a detailed discussion guide to give you and your team the tools you need for sustained success.