Agile leaders understand that good ideas can come from anyone, so they view their job as helping team members learn and take responsibility, rather than telling every team member what to do and how to do it. This frees them up to create more value by focusing on the tasks they are truly best positioned to tackle, such as developing corporate strategy and sponsoring major cross-functional innovations.

To better understand what that means in practical terms, we studied the calendars of senior executives whose companies became Agile organizations. Over the three years, it took their firms to fully transition, executives, quadrupled the time they spent on strategy and reduced by more than half the time spent on operations management. They also slightly increased the time spent managing talent.

Dexterous pioneers comprehend that smart thoughts can emerge out of anybody, so they view their occupation as aiding colleagues to learn and assume liability, rather than instructing each colleague and how to do it. This lets loose them to make more worth by zeroing in on the errands they are really best situated to handle, like creating corporate methodology and supporting significant cross-practical developments.

To more readily get what that implies in commonsense terms, we concentrated on the schedules of senior chiefs whose organizations became Agile associations. Over the three years it took their organizations to completely change, chiefs quadrupled the time they spent on technique and diminished by the greater part the time spent on tasks the board. They likewise marginally expanded the time spent overseeing the ability