ag·ile

  1. able to move quickly and easily.
  2. relating to or denoting a method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.
Inzet’s Agile Manifesto

The agile concept was formulated out of a need to enhance the software development process, but has taken on an entirely new definition in our changing business culture, during the COVID-19 pandemic.

Agile software development was based on the Agile Manifesto which was focused on finding better ways of developing software by implementing these values:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

Many business executives hear the word “Agile” and think it means throwing out all rules and processes and following the way of the old Wild West. Being Agile does mean working in a lightweight, highly responsive way, so that you deliver your product or services in the way the customer wants and at that time the customer needs them, but there is still structure. Opposed to more traditional, sequential development methods, Agile methods allow you and your organization to be responsive to what’s important. In other words, Agile methods allow you to:

  • Work on the most important work first.
  • Embrace and manage change to be innovative and competitive while minimizing unproductive churn.
  • Focus on communicating directly with human beings.
  • Be able to demonstrate working product or tangible services to stakeholders and customers, rather than just talking about what will be done.

At Inzet, we use the Agile mindset, applying it to the work we do with and for clients. First, we collaborate with the leadership team and embrace various view points. Then, through a process of active listening and assessment, we bring great value by partnering with clients to address their business development needs with a custom solution that is not “canned.” Lastly, we guide our clients to an implementation plan using “Strategic Doing,” which teaches people how to form collaborations quickly, move toward measurable outcomes and make adjustments along the way. Our process enables leaders to design and guide their teams toward innovative business development solutions that are infused into their culture long after the Inzet team is gone.