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"matchId": "019dd95a-16c4-7148-8114-422aa6c1fa13", "evidence": "Six paired contrasts (changing vs stable markets etc.) define the two worlds.", "pageRefs": null, "priority": "Core", "whenToUse": null, "confidence": 90, "extraction": { "at": "2026-04-29 13:07:33.319977+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 10, "whyItWorks": null, "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "Parallel Structure", "slug": "parallel-structure", "status": "active", "bestFor": null, "canonId": "019dd956-9f34-762a-93b7-1d8e84bbd153", "version": 1, "bodyDocId": null, "description": "Using similar grammatical structure for related ideas", "familyLabel": null, "categoryName": "Loop", "categorySlug": "loop" }, "agent": "Architect", "layer": "loop", "agents": [ "Architect" ], "matchId": "019dd95a-16c4-7148-8114-51fdd67ba40b", "evidence": "Five pillars use parallel imperative phrasing (Everyone..., 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He is a cofounder of Bain's Information Technology practice, which he currently leads in the Americas, and an expert in Bain's Digital practice. Greg Caimi is a partner in Bain & Company's San Francisco office. He is an expert in Bain's Digital practice and a member of the firm's Technology, Media and Telecommunications, Organization, and Results Delivery® practices. Andrew Noble is a partner in Bain & Company's Boston office. 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The process is transparent to everyone. Team members hold brief daily stand-up meetings to review progress and identify impediments. They resolve disagreements with experimental feedback loops rather than through endless debates or appeals to authority. 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Of course, that's not quite right. Several pathbreaking thinkers have come up with better ways to design new products. 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Agile methodologies have transformed the software industry over the past 25 or 30 years. Software development is an especially challenging form of innovation since technologies and customer demands seem to change at the speed of Moore's law. 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To tackle an opportunity, the organization forms and empowers a small, focused, cross-functional, self-managing team. The team's initiative owner, who typically comes from a business function and divides his or her time between the Agile team and key stakeholders, uses techniques such as design thinking to build a catalog of promising ideas or features.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:37:51.267+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "9246bdbc-1b68-4362-86b0-c5bd27183c1f", "parentComponentId": null }, { "bbox": { "h": 0.215, "w": 0.375, "x": 0.115, "y": 0.71 }, "kind": "paragraph", "text": "We also find that more and more companies are now adopting Agile methodologies in other parts of the organization. Functions as diverse as R&D, marketing, operations and corporate strategy are tapping Agile's value. Companies in industries as varied as broadcasting, farm equipment manufacturing and winemaking are importing the techniques. Early data from these experiments suggest an equally high success rate, reflecting Agile's systematic and repeatable characteristics.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:37:51.267+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "cbf78712-38b9-4db6-a6a4-db25cf903b64", "parentComponentId": null }, { "bbox": { "h": 0.185, "w": 0.375, "x": 0.115, "y": 0.52 }, "kind": "paragraph", "text": "When we do, we find some remarkable facts. Agile isn't just one more approach to creative thinking or iterative prototyping. Rather, it's a well-developed holistic system engineered to overcome more than a dozen common barriers to successful innovation. In tens of thousands of software development projects, Agile methods have boosted average success rates to 39% from 11%, a more than threefold improvement. In large, complex projects Agile's success rate jumps to six times that of conventional methods.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:37:51.267+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "fa2e216e-1738-42e8-ae3f-c3eae2c9745e", "parentComponentId": null }, { "bbox": { "h": 0.115, "w": 0.375, "x": 0.51, "y": 0.135 }, "kind": "paragraph", "text": "To be sure, many questions remain. In which contexts is Agile most useful, and in which is it less relevant? What does Agile look like and feel like when it ventures outside of its software-based home? What role should senior executives, who were mostly spectators during IT's transformation, play in such an ambitious undertaking? What are the keys to success? 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Tome brought with him a strong background in software development. Later, he became manager of Program/Project Management in Enterprise Advanced Marketing within Deere's Global Technology Innovation Network, which has responsibility for discovering technologies that could revolutionize the company over the next 5 to 10 years. But he was growing increasingly frustrated with traditional project management approaches, so he began experimenting with Agile principles “under the covers,” as he put it to us. 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The only problem was that all of the terminology and examples came from software, and they were complete gibberish to Tome's colleagues. So Tome worked with a coach named Joe Justice, whom he describes as a master in teaching Agile “with meaningful real-world non-software examples.” Soon he had a custom-designed, Agile-based set of tools which he dubbed “XI,” for eXtreme Innovation. 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They typically take about nine months to identify a new market opportunity, develop the basics of a solution that meets customer needs and test the solution. Using Agile techniques and a team of individuals who were already familiar with the principles, the company was able to compress this time frame by more than 75%. A more radical example was the development of a new “machine form”—a different kind of equipment, the specifics of which remain confidential. 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A recognized leader in advanced technology in agricultural and construction machines, John Deere created a global technology network of research and development centers staffed with innovators.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:37:52.571+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "d1a3e149-2d33-401d-8b49-5e9c9771af20", "parentComponentId": null }, { "bbox": { "h": 0.06, "w": 0.38, "x": 0.11, "y": 0.28 }, "kind": "paragraph", "text": "These findings are consistent with our own experience. 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Now, Erik Martella is pulling department leaders into an Agile executive leadership team focused on enterprise initiatives that hold the greatest value and the greatest opportunity for cross-functional collaboration.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:38:04.924+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5a1ad603-eee8-4472-ad33-d2f91c35bc50", "parentComponentId": null }, { "bbox": { "h": 0.185, "w": 0.376, "x": 0.118, "y": 0.695 }, "kind": "paragraph", "text": "The team is responsible for building and continuously refining the backlog of enterprise priorities, ensuring that Agile teams are working on the right problems and have sufficient resources. They also protect the organization from pet projects that don’t deserve high priority. Shortly after Martella started implementing Agile, he received an email from a superior suggesting that the winery explore a personal passion of that executive. Normally Martella would have responded, “OK, we’ll jump right on it.” Instead, he replied that the winery was following Agile principles. The idea would be added to the list of potential opportunities, objectively sized and prioritized. As it happened, the executive liked the approach, and when the prioritization was low, he reacted well to the outcome.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:38:04.924+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "880f54b5-5a0e-45f7-aeb2-75bcfb6fdb54", "parentComponentId": null }, { "bbox": { "h": 0.235, "w": 0.376, "x": 0.118, "y": 0.305 }, "kind": "paragraph", "text": "“I had this feeling that I was saying, ‘Follow me, I’m just behind you,’” he told us. “The development teams were using Scrum and were doing things differently while the management team was stuck doing things the same old-fashioned way.” So Holm decided to run his executive group as an Agile team. Senior managers were pulled out of their offices and colocated with their teams. Their office space was repurposed as a “situational awareness room,” where anyone could go to view and discuss the real-time status of projects. Systematic’s nine-member leadership team had been meeting every Monday for an hour or two. Now the team meets daily at 8:40 AM for a 20-minute stand-up discussing what they did yesterday, what they will do today and where they need help. 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Agile software development is often inhibited by a company’s legacy architecture, because the new software can’t easily plug into the rest of the system. It’s much the same with Agile teams.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:38:04.924+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "9b7e2e04-c807-4aaf-82a4-bb250d4274b8", "parentComponentId": null }, { "bbox": { "h": 0.265, "w": 0.376, "x": 0.506, "y": 0.415 }, "kind": "paragraph", "text": "For example, a large financial services company we examined wanted to improve its agility, and it launched a pilot to build its next mobile app using Agile methodologies. Of course, the first step was to assemble a team. That required a budget request to authorize the project and fund the people. The request was batched with other initiatives waiting for the annual planning process. After months of reviews, the company finally approved funding. The app development pilot actually went quite well, and the team was proud of its work. Before being released, however, it needed to pass vulnerability testing, which would be conducted in a Waterfall process that already had a lengthy waiting list. Then it needed to be integrated into the core IT systems—another Waterfall process with a six-to-nine-month logjam. In the end, the total time to release improved very little.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:38:04.924+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a4db9dd4-a7d7-400e-b1ec-fcc0c121c37d", "parentComponentId": null }, { "bbox": { "h": 0.105, "w": 0.376, "x": 0.118, "y": 0.186 }, "kind": "paragraph", "text": "They also need to lead by example, which itself is likely to produce significant benefits. Systematic, a global software company that provides IT solutions for healthcare, defense and many other applications, illustrates the possibilities. Its developers began adopting Agile methodologies several years ago. Founder and CEO Michael Holm, though initially skeptical, eventually came to appreciate the benefits. 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