John Buck,Jutta Eckstein

Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy

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Notes to the 2nd edition:
This second edition reflects such updates as: the new Agile Fluency Model, the renaming / rebranding of Statoil to Equinor, and some small additions to complexity. We also enhanced the description of Organizational Open Space and explain how it differs from Liberating Structures.
Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the book.
Quotes from early readers:

“[This is] a very important book. My hopes are that it will be the missing link between agile for teams and the flexible, adaptive and humane organisations we want to build. It’s a great book. Thanks for writing it!” ~Sandy Mamoli, author of Creating Great Teams
“Just as Spotify has worked hard to make all aspects of product development align well and work together — I see Jutta and John in this book exploring methods and processes that will work very well across the whole company.” ~ Anders Ivarsson, Spotify
“I love how those practices [are] integrated and summarized into actionable recommendations.” ~ Yves Lin, Titansoft
“Really wonderful balance of structure and space, rigor and creativity, that you're suggesting.” ~ Michael Herman,
“Company-wide Agility with Beyond Budgeting, Open Space and Sociocracy […] makes an important case for companies to regard trust and autonomy the norm, rather than a privilege. […] Overall a great overview of how leaders can reimagine the way power is distributed within their companies.” ~ Aimee Groth, Author of The Kingdom of Happiness: Inside Tony Hsieh’s Zapponian Utopia

This book invites you to take a new perspective that addresses the challenges of doing business in a volatile, uncertain, complex, and ambiguous world.
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254 printed pages
Original publication



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    slwnixhas quotedlast year
    Companies in general have a need for speed, face frequent market changes, deal with individual (and not general) needs of the customers (which demands individualizing products), struggle finding and keeping talent (which is even harder with the Millennials, who haven’t grown up in hierarchical structures), and find that the digital revolution means that there is hardly any place where software isn’t the disrupting factor independent of the industry’s original focus.

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