Abstract
PurposeThe article warns that genuine business agility is not easily achieved despite the many consultants offering their services as specialists. It lays out the elements of the best practice approach – the methodology of Agile management.Design/methodology/approachUsing Toyota as an example, the article show how one company is taking an innovative approach to agile team work and decision making.FindingsThe concept of Agile management includes both operational agility – making the existing business more focused on customer value – and strategic agility – generating new products and services to bring in new customers.Practical implicationsThe shadow of Agile management done too hastily or badly has fostered widespread cynicism.Originality/valueThe article is a clarion call to wake up bureaucratic organizations that pass decisions down a lengthy chain of command. The need now is to have decisions made as close as possible to those who have the best information to make the best decision, which often requires the teams themselves to be the deciders. 10;Leadership becomes a function shared by all the people participating in the team. The team itself becomes the leadership.
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