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transformation: The new capabilities leaders need to build 21st-century organizations</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2018-10-01T00:00:00Z">October 1, 2018</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/aaron-de-smet" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Aaron De Smet</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Michael Lurie<span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Andrew St. George</span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">To build and lead an agile organization, it’s crucial that senior leaders develop new mind-sets and capabilities to transform themselves, their teams, and the organization.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="/~/media/mckinsey/business functions/people and organizational performance/our insights/leading agile transformation the new capabilities leaders need to build/leading-agile-transformation-executive-summary.pdf" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_blank" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="leading-agile-transformation-executive-summary" data-layer-report-name="leading-agile-transformation-executive-summary>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-248 KB)</span></a><a data-component="mdc-c-link" href="/~/media/mckinsey/business functions/people and organizational performance/our insights/leading agile transformation the new capabilities leaders need to build/leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations.pdf" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_blank" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations" data-layer-report-name="leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-765 KB)</span></a></div></div></div></div> <p><strong>For many organizations,</strong> surviving and thriving in today’s environment depends on making a fundamental transformation to become more agile. Those making the transition successfully are achieving substantive performance and health improvements: enhanced growth, profitability, customer satisfaction, and employee engagement.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-sm-left-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-7 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div> <p>More than any other factor, the key to a successful agile transformation is for leaders, particularly senior leaders, to develop substantially new mind-sets and capabilities. This article summarizes our guide, <em><a href="/~/media/mckinsey/business functions/people and organizational performance/our insights/leading agile transformation the new capabilities leaders need to build/leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations.pdf">Leading agile transformation: The new capabilities leaders need to build 21st-century organizations</a></em> (PDF–765KB), to readying leaders for agile transformations.</p> <h2>The agile story</h2> <p>Before we dive deep, it’s useful to take a broader view of agile, and particularly what sets agile organizations apart from traditional ones.</p> <h3>Characteristics of traditional and agile organizations</h3> <p>Simply put, the dominant traditional organization model evolved primarily for stability in a well-known environment. It is based on the idea of an organization as a machine, with a static, siloed, structural hierarchy that operates through linear planning and control to execute one or very few business models.</p> <p>Agile<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="ef7cde44-14af-4a90-aad1-42deac9b23cf"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ef7cde44-14af-4a90-aad1-42deac9b23cf" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">The term “agile” as applied to a way of working that originated in 2001 with a new approach to software development. As organizations increasingly sought to become more agile—that is, faster and more flexible—they recognized that principles of agile software development could be applied much more broadly to organizations as a whole.</span></span></span></a></span> organizations, viewed as living systems, have evolved to thrive in an unpredictable, rapidly changing environment. These organizations are both stable and dynamic. They focus on customers, fluidly adapt to environmental changes, and are open, inclusive, and nonhierarchical; they evolve continually and embrace uncertainty and ambiguity. Such organizations, we believe, are far better equipped than traditional ones for the future.</p> <p>While there are many different forms of enterprise agility, they share some common trademarks. We have identified and enumerated these in a related article, “<a href="/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations">The five trademarks of agile organizations</a>.”</p> <h3>Leadership in agile organizations</h3> <p>This new kind of agile organization requires a fundamentally <a href="/featured-insights/mckinsey-explainers/what-is-leadership">different kind of leadership</a>. Recent research confirms that leadership and how leadership shapes culture are the biggest barriers to—and the biggest enablers of—successful agile transformations.</p> <p>Organizations must therefore begin by both <a href="/capabilities/people-and-organizational-performance/our-insights/the-hidden-value-of-organizational-health-and-how-to-capture-it">extending and transcending the competencies</a> that made their leaders successful in the past. Leaders need three new sets of capabilities for agile transformations. First, they must transform themselves to evolve new personal mind-sets and behaviors. Second, they need to transform their teams to work in new ways. Third, it’s essential to build the capabilities to transform the organization by building agility into the design and culture of the whole enterprise.</p> <h2>Transforming yourself</h2> <p>To fully transform yourself, several shifts will be necessary—and leaders will need to make these changes in a disciplined way.</p> <h3>Shifting from reactive to creative mind-sets</h3> <p>Changing our mind-set—or adjusting it to the new context—is no easy task, but <a href="/capabilities/people-and-organizational-performance/our-insights/leading-with-inner-agility">developing this “inner agility”</a> is essential in releasing our potential to lead an agile transformation.</p> <p>Reactive, or socialized, mind-sets are an outside-in way of experiencing the world based on reacting to circumstances and other people. Creative, or self-authoring, mind-sets are an inside-out way of experiencing the world based on creating our reality through tapping into our authentic selves, our core passion and purpose.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about our <a href="/capabilities/people-and-organizational-performance/how-we-help-clients">People & Organizational Performance Practice</a>?</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/how-we-help-clients/enterprise-agility" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Visit our Enterprise Agility page</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <p>Research shows that most adults spend most time “in the reactive,” particularly when challenged, and as a result, traditional organizations are designed to run on the reactive.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="cfc80baf-4c9b-4c1a-b287-44cf49a23c39"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="cfc80baf-4c9b-4c1a-b287-44cf49a23c39" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">See Carol S. Dweck, <em>Mindset: The New Psychology of Success</em>, New York, NY: Ballantine Books, 2007.</span></span></span></a></span> To build and lead agile organizations, however, leaders must make a personal shift to run primarily “in the creative.”</p> <p>There are three fundamental reactive-to-creative mind-set shifts we have found critical to foster the culture of innovation, collaboration, and value creation at the heart of agile organizations:</p> <ul> <li><em>From certainty to discovery: fostering innovation.</em> A reactive mind-set of certainty is about playing not to lose, being in control, and replicating the past. Today, leaders need to shift to a creative mind-set of discovery, which is about playing to win, seeking diversity of thought, fostering creative collision, embracing risk, and experimenting.</li> <li><em>From authority to partnership: fostering collaboration.</em> Traditional organization design tends towards siloed hierarchies based on a reactive mind-set of authority. The relationship between leaders and teams is one of superior to subordinate. Designed for collaboration, agile organizations employ <a href="/capabilities/people-and-organizational-performance/our-insights/unleashing-the-power-of-small-independent-teams">networks of autonomous teams</a>. This requires an underlying creative mind-set of partnership, of managing by agreement based on freedom, trust, and accountability.</li> <li><em>From scarcity to abundance: fostering value creation.</em> In stable markets, companies maximize their shares at the expense of others. This win–lose approach reflects a reactive mind-set of scarcity, based on an assumption of limited opportunities and resources. Today’s markets, however, evolve continually and rapidly. To deliver results, leaders must view markets with a creative mind-set of abundance, which recognizes the unlimited resources and potential available to their organizations and enables customer-centricity, entrepreneurship, inclusion, and cocreation.</li> </ul> <h3>A disciplined approach</h3> <p>While these mind-set shifts might be new and require a significant “letting go” of old beliefs and paradigms, collectively, they form a very disciplined approach to leadership. And because of inherent autonomy and freedom, leadership in agile organizations comes from a self-disciplined approach—leading not in fear of punishment or sanction but in service of purpose and passion.</p> <h2>Transforming your teams</h2> <p>Next, it’s important to learn how to help teams work in new and more effective ways.</p> <h3>Help teams work in agile ways</h3> <p>How might leaders help teams work in new and more agile ways? And what does this new way of working require of leaders? There are three essential leadership requirements that follow from all agile ways of working.</p> <p>First, leaders must learn to build teams that are small, diverse, empowered, and connected. Second, leaders must allow and encourage agile teams to work in rapid cycles to enable them to deliver greater value more efficiently and more quickly. Third, leaders must keep agile teams focused on the external or internal customer and on creating value for customers, by understanding and addressing their unmet, and potentially even unrecognized, needs.</p> <h3>Embrace design thinking and business-model innovation</h3> <p>We have found that in addition to being able to lead in this new agile way of working, it is important for leaders to understand the key elements of two other relatively new disciplines: <a href="/capabilities/mckinsey-design/our-insights/more-than-a-feeling-ten-design-practices-to-deliver-business-value">design thinking</a> and business-model innovation.</p> <p>Originating in industrial and other forms of design, design thinking is a powerful approach to developing innovative customer solutions, business models, and other types of systems. This begins with understanding the entire customer experience at each stage of <a href="/capabilities/growth-marketing-and-sales/our-insights/from-touchpoints-to-journeys-seeing-the-world-as-customers-do">the customer journey</a>.</p> <p>In organizations that are agile, each team is viewed as a value-creating unit, or as a “business.” These teams pursue business-model innovation at every opportunity, seeking new ways to meet the needs of their internal or external customers and deliver more value to employees, investors, partners, and other stakeholders.</p> <h2>Transforming your organization</h2> <p>Here, leaders must learn how to cocreate an agile organization purpose, design, and culture.</p> <h3>Purpose: Find the north star</h3> <p>The first distinctive organization-level skill leaders need to develop is the ability to distill a clear, shared, and compelling purpose—a north star—for their organization. Rather than the traditional executive-team exercise, in agile organizations, leaders must learn to sense and draw out the organization’s purpose in conversation with people across the enterprise.</p> <h3>Design: Apply the principles and practices of agile organization design</h3> <p>The second organization-level skill leaders need to develop is the ability to design the strategy and <a href="/capabilities/mckinsey-digital/our-insights/the-next-generation-operating-model-for-the-digital-world">operating model</a> of the organization based on agile-organization principles and practices. Most senior leaders of traditional companies have a well-honed skill set in this area that reflects traditional organization design as a relatively concentrated, static system: one or a very limited number of major businesses, each with a long-established business model, typically coexisting somewhat uneasily with a set of corporate functions.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="The five trademarks of agile organizations" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20five%20trademarks%20of%20agile%20organizations/5-trademarks-agile-orgs_1536x1536_400.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>The five trademarks of agile organizations</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Read the report</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <p>To design and build an agile organization, leaders need a different set of skills based on a different understanding of organizations. They must learn to design their organization as a distributed, continually evolving system. Such an organization comprises a network of smaller empowered units, with fewer layers, greater transparency, and leaner governance than a traditional model. More specifically, leaders must learn how to disaggregate existing large businesses into a more granular portfolio; transform corporate functions into a lean, enabling backbone; and attract a wide range of partners into <a href="/capabilities/quantumblack/our-insights/competing-in-a-world-of-sectors-without-borders">a powerful ecosystem</a>.</p> <h3>Culture: Shape an agile organizational culture</h3> <p>The third organization-level skill leaders need to develop is the ability to shape a new culture across the organization, based on the creative mind-sets of discovery, partnership, and abundance and their associated behaviors.</p> <p>Given the openness and freedom people experience in an agile organization, culture arguably plays an even more important role here than in traditional organizations. To shape this culture, leaders must learn how to undertake a multifaceted culture-transformation effort that centers on their own capabilities and behaviors. This includes the following steps:</p> <ul> <li><em>role modeling</em> new mind-sets and behaviors authentically</li> <li><em>fostering understanding and conviction</em> in a highly interactive way, through sharing stories and being inspired by the energy and ideas of frontline teams</li> <li><em>building new mind-sets and capabilities across the organization</em>, including among those who do not formally manage people, and weaving learning into the fabric of daily activity to become true learning organizations</li> <li><em>implementing reinforcement mechanisms</em> in the agile organization design</li> </ul> <h2>An agile approach to developing leaders</h2> <p>Many organizations start their agile pilots in discrete pockets. Initially, at least, they can build agile-leadership capabilities there. But to scale agility through an organization successfully, top leaders must embrace its precepts and be willing to enhance their own capabilities significantly. Eventually, a full agile transformation will need to encompass building the mind-sets and capabilities of the entire senior leadership across the enterprise. To do this in an agile way, five elements are essential:</p> <ol> <li><em>Build a cadre of enterprise agility coaches</em>, a new kind of deeply experienced expert able to help leaders navigate the journey, supported by a leadership-transformation team.</li> <li><em>Get the top team engaged in developing its own capabilities</em> early on, as all senior leaders will take their cue from the executive team.</li> <li><em>Create an immersive leadership experience</em> (anything from a concentrated effort over three or four days to a learning journey over several months) to introduce the new mind-sets and capabilities, and roll it out to all senior leaders.</li> <li><em>Invite leaders to apply their learning in practice</em>, both in agile-transformation initiatives already under way and through launching new organizational experiments.</li> <li><em>Roll out the leadership capability building at an agile tempo</em>, with quarterly pauses to review the leadership experiences, experiments, and culture shifts over the past 90 days, and then finalize plans and priorities for the next 90 days.</li> </ol> <hr/> <p>Agile transformation is a high priority for an increasing number of organizations. More than any other factor, the key enabler to a successful agile transformation is to help leaders, particularly senior leaders, develop new mind-sets and capabilities. Doing so in an agile way will enable the organization to move faster, drive innovation, and both adapt to and shape its changing environment. </p> <p><em>Download</em> <a href="/~/media/mckinsey/business functions/people and organizational performance/our insights/leading agile transformation the new capabilities leaders need to build/leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations.pdf">Leading agile transformation: The new capabilities leaders need to build 21st-century organizations</a><em>, the full report on which this article is based (PDF–765KB).</em></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-lg-right-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-4 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/aaron-de-smet">Aaron De Smet</a></strong> is a senior partner in McKinsey’s Houston office, <strong>Michael Lurie</strong> is a senior expert in the Southern California office, and <strong>Andrew St George</strong> is an adviser to the firm and associate fellow of Said Business School, Oxford University. </p><p> The authors wish to thank Wouter Aghina, Karin Ahlback, Andre Andreazzi, Christopher Handscomb, Johanne Lavoie, and Christopher Paquette for their contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 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href="/capabilities/people-and-organizational-performance/our-insights/how-to-mess-up-your-agile-transformation-in-seven-easy-missteps" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-howt-0 { aspect-ratio: 16/9 }</style><img alt="How to mess up your agile transformation in seven easy (mis)steps" class="picture-uniqueKey-howt-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/how%20to%20mess%20up%20your%20agile%20transformation%20in%20seven%20%20easy%20missteps/how-to-mess-up-your-agile-transformation-1536x1536-400.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/how-to-mess-up-your-agile-transformation-in-seven-easy-missteps" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>How to mess up your agile transformation in seven easy (mis)steps</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-thef-0 { aspect-ratio: 16/9 }</style><img alt="" class="picture-uniqueKey-thef-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20five%20trademarks%20of%20agile%20organizations/the-five-trademarks-of-agile-organizations-v2_1536x1536_300.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Report</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>The five trademarks of agile organizations</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Leading agile transformation The new capabilities leaders need to build 21st century organizations","displayName":"Leading agile transformation The new capabilities leaders need to build 21st century organizations","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"bc7a7053-7337-4835-a6c2-448688e9a85a","itemLanguage":"en","itemVersion":3,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Leading agile transformation: The new capabilities leaders need to build 21st-century organizations"}},"sEOTitle":{"value":"Transformation starts with agile leadership"},"description":{"jsonValue":{"value":"To build and lead an agile organization, it\u0026rsquo;s crucial that senior leaders develop new mind-sets and capabilities to transform themselves, their teams, and the organization."}},"sEODescription":{"value":"Agile leadership addresses mind-sets and capabilities needed for a successful organizational transformation."},"displayDate":{"jsonValue":{"value":"2018-10-01T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eFor many organizations,\u003c/strong\u003e surviving and thriving in today\u0026rsquo;s environment depends on making a fundamental transformation to become more agile. Those making the transition successfully are achieving substantive performance and health improvements: enhanced growth, profitability, customer satisfaction, and employee engagement.\u003c/p\u003e\n[[DisruptorSignUp left]]\n\u003cp\u003eMore than any other factor, the key to a successful agile transformation is for leaders, particularly senior leaders, to develop substantially new mind-sets and capabilities. This article summarizes our guide, \u003cem\u003e\u003ca href=\"/~/media/mckinsey/business functions/people and organizational performance/our insights/leading agile transformation the new capabilities leaders need to build/leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations.pdf\"\u003eLeading agile transformation: The new capabilities leaders need to build 21st-century organizations\u003c/a\u003e\u003c/em\u003e (PDF\u0026ndash;765KB), to readying leaders for agile transformations.\u003c/p\u003e\n\u003ch2\u003eThe agile story\u003c/h2\u003e\n\u003cp\u003eBefore we dive deep, it\u0026rsquo;s useful to take a broader view of agile, and particularly what sets agile organizations apart from traditional ones.\u003c/p\u003e\n\u003ch3\u003eCharacteristics of traditional and agile organizations\u003c/h3\u003e\n\u003cp\u003eSimply put, the dominant traditional organization model evolved primarily for stability in a well-known environment. It is based on the idea of an organization as a machine, with a static, siloed, structural hierarchy that operates through linear planning and control to execute one or very few business models.\u003c/p\u003e\n\u003cp\u003eAgile[[footnote 1]] organizations, viewed as living systems, have evolved to thrive in an unpredictable, rapidly changing environment. These organizations are both stable and dynamic. They focus on customers, fluidly adapt to environmental changes, and are open, inclusive, and nonhierarchical; they evolve continually and embrace uncertainty and ambiguity. Such organizations, we believe, are far better equipped than traditional ones for the future.\u003c/p\u003e\n\u003cp\u003eWhile there are many different forms of enterprise agility, they share some common trademarks. We have identified and enumerated these in a related article, \u0026ldquo;\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations\"\u003eThe five trademarks of agile organizations\u003c/a\u003e.\u0026rdquo;\u003c/p\u003e\n\u003ch3\u003eLeadership in agile organizations\u003c/h3\u003e\n\u003cp\u003eThis new kind of agile organization requires a fundamentally \u003ca href=\"/featured-insights/mckinsey-explainers/what-is-leadership\"\u003edifferent kind of leadership\u003c/a\u003e. Recent research confirms that leadership and how leadership shapes culture are the biggest barriers to\u0026mdash;and the biggest enablers of\u0026mdash;successful agile transformations.\u003c/p\u003e\n\u003cp\u003eOrganizations must therefore begin by both \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-hidden-value-of-organizational-health-and-how-to-capture-it\"\u003eextending and transcending the competencies\u003c/a\u003e that made their leaders successful in the past. Leaders need three new sets of capabilities for agile transformations. First, they must transform themselves to evolve new personal mind-sets and behaviors. Second, they need to transform their teams to work in new ways. Third, it\u0026rsquo;s essential to build the capabilities to transform the organization by building agility into the design and culture of the whole enterprise.\u003c/p\u003e\n\u003ch2\u003eTransforming yourself\u003c/h2\u003e\n\u003cp\u003eTo fully transform yourself, several shifts will be necessary\u0026mdash;and leaders will need to make these changes in a disciplined way.\u003c/p\u003e\n\u003ch3\u003eShifting from reactive to creative mind-sets\u003c/h3\u003e\n\u003cp\u003eChanging our mind-set\u0026mdash;or adjusting it to the new context\u0026mdash;is no easy task, but \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/leading-with-inner-agility\"\u003edeveloping this \u0026ldquo;inner agility\u0026rdquo;\u003c/a\u003e is essential in releasing our potential to lead an agile transformation.\u003c/p\u003e\n\u003cp\u003eReactive, or socialized, mind-sets are an outside-in way of experiencing the world based on reacting to circumstances and other people. Creative, or self-authoring, mind-sets are an inside-out way of experiencing the world based on creating our reality through tapping into our authentic selves, our core passion and purpose.\u003c/p\u003e\n[[disruptor1Up dis1]]\n\u003cp\u003eResearch shows that most adults spend most time \u0026ldquo;in the reactive,\u0026rdquo; particularly when challenged, and as a result, traditional organizations are designed to run on the reactive.[[footnote 2]] To build and lead agile organizations, however, leaders must make a personal shift to run primarily \u0026ldquo;in the creative.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eThere are three fundamental reactive-to-creative mind-set shifts we have found critical to foster the culture of innovation, collaboration, and value creation at the heart of agile organizations:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eFrom certainty to discovery: fostering innovation.\u003c/em\u003e A reactive mind-set of certainty is about playing not to lose, being in control, and replicating the past. Today, leaders need to shift to a creative mind-set of discovery, which is about playing to win, seeking diversity of thought, fostering creative collision, embracing risk, and experimenting.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eFrom authority to partnership: fostering collaboration.\u003c/em\u003e Traditional organization design tends towards siloed hierarchies based on a reactive mind-set of authority. The relationship between leaders and teams is one of superior to subordinate. Designed for collaboration, agile organizations employ \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/unleashing-the-power-of-small-independent-teams\"\u003enetworks of autonomous teams\u003c/a\u003e. This requires an underlying creative mind-set of partnership, of managing by agreement based on freedom, trust, and accountability.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eFrom scarcity to abundance: fostering value creation.\u003c/em\u003e In stable markets, companies maximize their shares at the expense of others. This win\u0026ndash;lose approach reflects a reactive mind-set of scarcity, based on an assumption of limited opportunities and resources. Today\u0026rsquo;s markets, however, evolve continually and rapidly. To deliver results, leaders must view markets with a creative mind-set of abundance, which recognizes the unlimited resources and potential available to their organizations and enables customer-centricity, entrepreneurship, inclusion, and cocreation.\u003c/li\u003e\n\u003c/ul\u003e\n\u003ch3\u003eA disciplined approach\u003c/h3\u003e\n\u003cp\u003eWhile these mind-set shifts might be new and require a significant \u0026ldquo;letting go\u0026rdquo; of old beliefs and paradigms, collectively, they form a very disciplined approach to leadership. And because of inherent autonomy and freedom, leadership in agile organizations comes from a self-disciplined approach\u0026mdash;leading not in fear of punishment or sanction but in service of purpose and passion.\u003c/p\u003e\n\u003ch2\u003eTransforming your teams\u003c/h2\u003e\n\u003cp\u003eNext, it\u0026rsquo;s important to learn how to help teams work in new and more effective ways.\u003c/p\u003e\n\u003ch3\u003eHelp teams work in agile ways\u003c/h3\u003e\n\u003cp\u003eHow might leaders help teams work in new and more agile ways? And what does this new way of working require of leaders? There are three essential leadership requirements that follow from all agile ways of working.\u003c/p\u003e\n\u003cp\u003eFirst, leaders must learn to build teams that are small, diverse, empowered, and connected. Second, leaders must allow and encourage agile teams to work in rapid cycles to enable them to deliver greater value more efficiently and more quickly. Third, leaders must keep agile teams focused on the external or internal customer and on creating value for customers, by understanding and addressing their unmet, and potentially even unrecognized, needs.\u003c/p\u003e\n\u003ch3\u003eEmbrace design thinking and business-model innovation\u003c/h3\u003e\n\u003cp\u003eWe have found that in addition to being able to lead in this new agile way of working, it is important for leaders to understand the key elements of two other relatively new disciplines: \u003ca href=\"/capabilities/mckinsey-design/our-insights/more-than-a-feeling-ten-design-practices-to-deliver-business-value\"\u003edesign thinking\u003c/a\u003e and business-model innovation.\u003c/p\u003e\n\u003cp\u003eOriginating in industrial and other forms of design, design thinking is a powerful approach to developing innovative customer solutions, business models, and other types of systems. This begins with understanding the entire customer experience at each stage of \u003ca href=\"/capabilities/growth-marketing-and-sales/our-insights/from-touchpoints-to-journeys-seeing-the-world-as-customers-do\"\u003ethe customer journey\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003eIn organizations that are agile, each team is viewed as a value-creating unit, or as a \u0026ldquo;business.\u0026rdquo; These teams pursue business-model innovation at every opportunity, seeking new ways to meet the needs of their internal or external customers and deliver more value to employees, investors, partners, and other stakeholders.\u003c/p\u003e\n\u003ch2\u003eTransforming your organization\u003c/h2\u003e\n\u003cp\u003eHere, leaders must learn how to cocreate an agile organization purpose, design, and culture.\u003c/p\u003e\n\u003ch3\u003ePurpose: Find the north star\u003c/h3\u003e\n\u003cp\u003eThe first distinctive organization-level skill leaders need to develop is the ability to distill a clear, shared, and compelling purpose\u0026mdash;a north star\u0026mdash;for their organization. Rather than the traditional executive-team exercise, in agile organizations, leaders must learn to sense and draw out the organization\u0026rsquo;s purpose in conversation with people across the enterprise.\u003c/p\u003e\n\u003ch3\u003eDesign: Apply the principles and practices of agile organization design\u003c/h3\u003e\n\u003cp\u003eThe second organization-level skill leaders need to develop is the ability to design the strategy and \u003ca href=\"/capabilities/mckinsey-digital/our-insights/the-next-generation-operating-model-for-the-digital-world\"\u003eoperating model\u003c/a\u003e of the organization based on agile-organization principles and practices. Most senior leaders of traditional companies have a well-honed skill set in this area that reflects traditional organization design as a relatively concentrated, static system: one or a very limited number of major businesses, each with a long-established business model, typically coexisting somewhat uneasily with a set of corporate functions.\u003c/p\u003e\n[[disruptor1Up dis2]]\n\u003cp\u003eTo design and build an agile organization, leaders need a different set of skills based on a different understanding of organizations. They must learn to design their organization as a distributed, continually evolving system. Such an organization comprises a network of smaller empowered units, with fewer layers, greater transparency, and leaner governance than a traditional model. More specifically, leaders must learn how to disaggregate existing large businesses into a more granular portfolio; transform corporate functions into a lean, enabling backbone; and attract a wide range of partners into \u003ca href=\"/capabilities/quantumblack/our-insights/competing-in-a-world-of-sectors-without-borders\"\u003ea powerful ecosystem\u003c/a\u003e.\u003c/p\u003e\n\u003ch3\u003eCulture: Shape an agile organizational culture\u003c/h3\u003e\n\u003cp\u003eThe third organization-level skill leaders need to develop is the ability to shape a new culture across the organization, based on the creative mind-sets of discovery, partnership, and abundance and their associated behaviors.\u003c/p\u003e\n\u003cp\u003eGiven the openness and freedom people experience in an agile organization, culture arguably plays an even more important role here than in traditional organizations. To shape this culture, leaders must learn how to undertake a multifaceted culture-transformation effort that centers on their own capabilities and behaviors. This includes the following steps:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003erole modeling\u003c/em\u003e new mind-sets and behaviors authentically\u003c/li\u003e\n \u003cli\u003e\u003cem\u003efostering understanding and conviction\u003c/em\u003e in a highly interactive way, through sharing stories and being inspired by the energy and ideas of frontline teams\u003c/li\u003e\n \u003cli\u003e\u003cem\u003ebuilding new mind-sets and capabilities across the organization\u003c/em\u003e, including among those who do not formally manage people, and weaving learning into the fabric of daily activity to become true learning organizations\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eimplementing reinforcement mechanisms\u003c/em\u003e in the agile organization design\u003c/li\u003e\n\u003c/ul\u003e\n\u003ch2\u003eAn agile approach to developing leaders\u003c/h2\u003e\n\u003cp\u003eMany organizations start their agile pilots in discrete pockets. Initially, at least, they can build agile-leadership capabilities there. But to scale agility through an organization successfully, top leaders must embrace its precepts and be willing to enhance their own capabilities significantly. Eventually, a full agile transformation will need to encompass building the mind-sets and capabilities of the entire senior leadership across the enterprise. To do this in an agile way, five elements are essential:\u003c/p\u003e\n\u003col\u003e\n \u003cli\u003e\u003cem\u003eBuild a cadre of enterprise agility coaches\u003c/em\u003e, a new kind of deeply experienced expert able to help leaders navigate the journey, supported by a leadership-transformation team.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eGet the top team engaged in developing its own capabilities\u003c/em\u003e early on, as all senior leaders will take their cue from the executive team.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eCreate an immersive leadership experience\u003c/em\u003e (anything from a concentrated effort over three or four days to a learning journey over several months) to introduce the new mind-sets and capabilities, and roll it out to all senior leaders.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eInvite leaders to apply their learning in practice\u003c/em\u003e, both in agile-transformation initiatives already under way and through launching new organizational experiments.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRoll out the leadership capability building at an agile tempo\u003c/em\u003e, with quarterly pauses to review the leadership experiences, experiments, and culture shifts over the past 90 days, and then finalize plans and priorities for the next 90 days.\u003c/li\u003e\n\u003c/ol\u003e\n\u003chr /\u003e\n\u003cp\u003eAgile transformation is a high priority for an increasing number of organizations. More than any other factor, the key enabler to a successful agile transformation is to help leaders, particularly senior leaders, develop new mind-sets and capabilities. Doing so in an agile way will enable the organization to move faster, drive innovation, and both adapt to and shape its changing environment.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eDownload\u003c/em\u003e \u003ca href=\"/~/media/mckinsey/business functions/people and organizational performance/our insights/leading agile transformation the new capabilities leaders need to build/leading-agile-transformation-the-new-capabilities-leaders-need-to-build-21st-century-organizations.pdf\"\u003eLeading agile transformation: The new capabilities leaders need to build 21st-century organizations\u003c/a\u003e\u003cem\u003e, the full report on which this article is based (PDF\u0026ndash;765KB).\u003c/em\u003e\u003c/p\u003e\n[[DisruptorSignUp full-width]]"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"AllUsers"},"value":{"value":"All Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2018-10-01T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eThe term \u0026ldquo;agile\u0026rdquo; as applied to a way of working that originated in 2001 with a new approach to software development. As organizations increasingly sought to become more agile\u0026mdash;that is, faster and more flexible\u0026mdash;they recognized that principles of agile software development could be applied much more broadly to organizations as a whole.\u003c/li\u003e\n \u003cli\u003eSee Carol S. Dweck, \u003cem\u003eMindset: The New Psychology of Success\u003c/em\u003e, New York, NY: Ballantine Books, 2007.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"People \u0026amp; Organizational Performance"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/aaron-de-smet\"\u003eAaron De Smet\u003c/a\u003e\u003c/strong\u003e is a senior partner in McKinsey\u0026rsquo;s Houston office, \u003cstrong\u003eMichael Lurie\u003c/strong\u003e is a senior expert in the Southern California office, and \u003cstrong\u003eAndrew St George\u003c/strong\u003e is an adviser to the firm and associate fellow of Said Business School, Oxford University.\n\u003c/p\u003e\u003cp\u003e\nThe authors wish to thank Wouter Aghina, Karin Ahlback, Andre Andreazzi, Christopher Handscomb, Johanne Lavoie, and Christopher Paquette for their contributions to this article.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"D56D1575B4BA4E94890183DFE03B54D9","name":"Aaron De Smet","authorTitle":{"value":"Aaron De Smet"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/aaron de smet/aaron de smet_std_img.jpg","alt":"Aaron De Smet"},"emailLinks":{"value":"Aaron_De_Smet@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/aaron-de-smet/"},"description":{"value":"Delivers growth, innovation, and organizational agility and is an expert on culture change, leadership development, team effectiveness, capability building, and transformation"},"locations":{"targetItems":[{"name":"New Jersey","displayName":"New Jersey"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Aaron De Smet","src":"/~/media/mckinsey/our people/aaron de smet/aaron de smet_thumbnail_img.jpg"},"url":{"path":"/our-people/aaron-de-smet"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"CAF2A92B7F3942E1A49B2C387AC6C6A9","name":"Michael Lurie","authorTitle":{"value":"Michael Lurie"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"1B7F9925A3FC45F59EE5BD37D8D9BF0C","name":"Andrew St George","authorTitle":{"value":"Andrew St. George"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"The agile manager"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/the-agile-manager"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Who manages in an agile organization? 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