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This post is from the CollabNet VersionOne blog and has not been updated since the original publish date.

Last Updated Aug 17, 2009 — Enterprise Agile Planning expert

Why the Re/Think?

Enterprise Agile Planning
"Re/thinking the Agile Enterprise: A Manager's Guide to Building an Adaptive Organization"One of the consistent areas of feedback Dennis and I got on the book proposal was that folks didn't like the title. The initial reaction from our publisher was that many folks haven't even 'thought' about agile in the enterprise... never mind being in a position to 're/think' about agile in the enterprise. We decided to leave the title for now with the understanding that we might change it later on. Just in case the title totally goes away... I want to explain why we chose 'Re/thinking the Agile Enterprise' for the Cutter paper... and ultimately for the book. First... I am a sucker for subtle jokes and puns. I know it's low humor... but I can't help it... it's the way I am wired. Second... the 're/think' in the title is actually a reference to something meaningful to the premise of the book. It's a subtle little play on words that I'd like to take a minute to explain. Dennis Stevens and I have been working on the ideas behind this book for almost a year now. Prior to our partnership, Dennis worked with Ric Merrifield and Jack Calhoun on a Harvard Business Review article called 'The Next Revolution in Productivity'. Without going into too much detail... the article is about understanding your desired outcomes... understanding the stuff you do that supports your desired outcomes... identifying the capabilities supporting each activity... figuring out which are most important... and ultimately designing a more efficient operating model for your business. On the success of that paper... Ric Merrifield published 'Re/Th!nk: A Business Manifesto for Cutting Costs and Boosting Innovation'. Ric's book builds on the ideas in the HBR article and establishes a new language... a new framework if you will... for thinking about the performance of our organizations. The basic premise is that most organizations spend way too much time, money, and energy thinking about HOW we get work done and not nearly enough time thinking about WHAT the value is we are actually trying to deliver. The idea is that companies often fall into a HOW trap... where they get so focused on process improvement... they forget what the heck they were trying to accomplish in the first place. So... with that as our backdrop... let's get back to the title of the book. Dennis and I are writing a book to help software professionals... Development Managers, Project Managers, Directors, and Vice Presidents... get past the dogma of methodology... past the dogma of best practice... and start thinking about WHY they are doing the things they are doing... and back to the WHAT they are actually trying to deliver. The agile practices we talk about are often really HOWs... HOWs that allow those primary WHATs to manifest in our organizations.
Its the value behind the practices... the WHAT behind the HOW... that is really important. We believe this is the secret to sustainable agile adoption in the enterprise. We'll see how the book title plays out... for now I wanted you guys to understand the reference and why we thought it was important.

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