The Executive Leader in Agile

Shawn Belling

Chapter Chapter 11 in Succeeding with Agile Hybrids, 2020, pp 119-128 from Springer

Abstract: Abstract As I wrote this book, I was working on my doctorate in leadership and working as the CIO at a technical college. As a consequence, I thought a lot about leadership and how senior leaders can influence the success or failure of agile within an organization. Aside from the various tactical challenges noted elsewhere in this book, the biggest causes of failed or muted agile are failures at the senior leadership level. These failures can manifest as failure to provide the appropriate support to the teams and the organization as they work to try agile or improve on it. The other way that senior leaders fail their teams and organizations is by failing to prioritize in the way that organizations, regardless of methodology, must do in order to run their project deliveries effectively and for maximum benefit to the organization.

Date: 2020
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DOI: 10.1007/978-1-4842-6461-4_11

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