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How to build a successful agile development culture – and why your business needs one

CIO

To keep pace with the growing complexity of software development, organizations have spent years working to implement agile practices into their developer experience. It enables teams to deliver value faster, with greater quality and predictability, and greater aptitude to respond to change.

Agile 236
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5 signs your agile practices will lead to digital disaster

CIO

Business leaders expect IT to develop new products, improve customer experiences, automate workflows, and deliver new artificial intelligence capabilities. Many IT teams use agile methodologies to iteratively deliver feature-rich releases, improve capabilities, address technical debt, and experiment with emerging technologies.

Agile 326
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7 tell-tale signs of fake agile

CIO

The same is not true, sadly, for many agile project management and development initiatives. Too often, an organization may launch something that looks like an agile program, calls itself an agile program, claims to operate like an agile program, yet really isn’t an agile program in the least.

Agile 286
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Digital pragmatism at Volvo means more control and less agile

CIO

As a result, many new car companies are created and competition increases, says Tobias Altehed, who leads Volvo Cars’ digital organization and sits on the company’s extended management team. How these sweeping transformations affect the digital organization stem from major changes to the system landscape in all areas of operation.

Agile 321
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5 surefire ways to derail a digital transformation (without knowing it)

CIO

Despite the best of intentions, CIOs and their organizations often struggle to deliver business outcomes from digital transformation strategies. 1 reason digital transformations fail is that executives fail to recognize that digital initiatives are bottom-up transformations that require change across the organization.

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3 force multipliers for digital transformation

CIO

Some IT organizations elected to lift and shift apps to the cloud and get out of the data center faster, hoping that a second phase of funding for modernization would come. I’ll be covering more examples of force multipliers in upcoming articles, and here are three to start that should apply to most CIOs and their IT organizations.

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Democratizing automation with citizen developers: navigating the pitfalls and opportunities

CIO

The uncertain economic environment and rapidly evolving technology landscape have pressured organizations to improve efficiency, innovate, and adapt. Citizen developers have emerged as an approach to bridge the gap between technical expertise and domain knowledge. Who is a citizen developer?