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| Titre : | Revisiting agile teams after an abrupt shift to remote |
| Auteurs : | Santiago Comella-Dorda ; Lavkesh Garg ; Suman Thareja ; Belkis Vasquez-McCall |
| Type de document : | document électronique |
| Editeur : | McKinsey & Company, 2020 |
| Format : | 8 p. |
| Langues: | Anglais |
| Catégories : |
Thésaurus CEREQ TELETRAVAIL ; CRISE SANITAIRE ; ORGANISATION D'ENTREPRISE ; SAVOIR PROFESSIONNEL ; COMPETENCE RELATIONNELLE ; ACCOMPAGNEMENT PROFESSIONNEL |
| Résumé : | As organizations adapt to the ongoing COVID-19 crisis, their agile teams can be a real source of competitive advantage. Such teams1 are typically well suited to periods of disruption, given their ability to adapt to fast-changing business priorities, disruptive technology, and digitization. But the abrupt shift to remote working in response to the coronavirus has challenged the typical approach to managing agile teams. Traditionally, such teams thrive when team members are co-located, with close-knit groups all working in the same place. . […] And while we know from experience that agile teams that have worked remotely from the start can be as effective, the sudden transition of co-located teams to a fully remote approach can reduce cohesion and increase inefficiency. (source: article) |
| Document Céreq : | Non |
| En ligne : | https://www.mckinsey.com/business-functions/organization/our-insights/revisiting-agile-teams-after-an-abrupt-shift-to-remote |
Documents numériques (1)
 Revisiting-agile-teams-after-an-abrupt-shift-to-remote.pdf Adobe Acrobat PDF |
