For decades, business leaders have been painfully aware of the huge chasm between their aspiration for a nimble, flexible enterprise and the reality of silos, sluggishness, and frustrated innovation. Today, Agile is being hailed as the essential bridge across that chasm. Bain & Company are proud to announce the launch of their new book titled ‘Doing Agile Right’ which its enthusiasts say can transform any company, catapulting them to the head of the pack.

In this clear-eyed and indispensable book, Bain & Company thought leader and HBR author Darrell Rigby and colleagues Sarah Elk and Steve Berez provide a much needed reality check. They dispel the myths and misconceptions that have accompanied Agile's growth — the idea that it can reshape your organization all at once, for instance, or that it should be used in every function and for all types of work. They affirm and illustrate that Agile teams can indeed transform the work environment, make people's jobs more rewarding, and turbocharge innovation — but only if the method is fully understood and implemented the right way.

Talking about the book Darrell Rigby, Harvard Business Review author, said, “The key is balance. Every organization must optimize and tightly control some of its operations. At the same time, every organization must innovate. Agile, done well, frees and facilitates vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations.”

Some of the topics covered in Doing Agile Right include:

• How Agile Really Works
• Scaling Agile
• How Agile Do You Want to Be?
• Agile Leadership
• Agile Planning, Budgeting and Reviewing
• Agile Organization, Structures and People Management
• Agile Processes and Technology
• Doing Agile Wrong

The book states that Agile isn't a goal in itself; it's a means to the end of a high-performance, innovative operation. Doing Agile Right is the must-have guide for any organization trying to make the transition—and for those already there, a way to avoid or recover from its potential pitfalls.