Agile Management Manifesto
Decentralization and distribution of decision making and execution instead of central authority and distributing orders.
Feedback loops from all levels of the business environment feeding directly to relevant teams instead of steering committees and boards attempting to understand and translate market needs and trends with limited intellectual capital.
Sharp purpose for every group and function derived from clear organizational goals instead of fuzzy goals and managerial instructions.
Hybrid teams resourced with all the required expertise needed to establish and maintain a clear and unified purpose instead of silos (departments) driven by their own organizationally disjointed purposes.
Self-organized teams operating under full autonomy instead of rigid central designed groups with assigned participants.
Focus on emergent properties and increasing business variety to deal with complexity, risks and failures instead of concentrating on individual responsibility and blame tactics.
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Natty Gur
John Tyce
Kerry Topp
Itzik Shoshan
Mikael Freidlitz
Florent Musset
