Myth 1: The Value of Agile Working is limited to IT/Tech, Software, and Digital Products

Enterprise agility cuts across the organization, digital and nondigital. We see impactful examples of agility in, for instance, procurement or continuous improvement, or analytics. Agile practices give autonomy to cross-functional teams (outside any digital initiatives) in any part of the organization; it can accelerate improvement programs of any sort that create business value.

Heavy industries are highly technical, so they benefit even more from a model that focuses on effective cross-discipline working and bringing in a minimum-viable product (MVP) mindset.