Critique of the journal article: Embracing Agile

Embracing Agile
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Embracing Agile
The article by Darrell K. Rigby, Hirotaka Takeuchi and Jeff Sutherland is about Agile, and it’s a landmark in the management history, considering that it has been published in an institution like the Harvard Business Review magazine (Rigby, Sutherland and Takeuchi, 2016, p.3). The article explains why the management should embrace Agile hence the title ‘Embracing Agile’ is very appropriate. The importance of embracing agile is that it’s the foundation for continuous innovations. The article argues that the Agile may lead to over 60% gains in new marketing programs, product introductions, employee engagement and human resource (Rigby, Sutherland and Takeuchi, 2016, p.9). It claims that managers aren’t taking advantage of such gains due to ignorance, something which can be changed by training.
It’s notable the purpose of the article isn’t made clear, and the reader has to read through to get what the article is all about. Based on my background checks the article doesn’t have any notable errors in terms of facts, and interpretation (Denning, 2018 N.p). In other words, this article is well-written. However, one of my great concern of this article is the point the author has not cited the pertinent literature. It raises a lot of questions regarding the source of certain statistical information. For instance, the authors say, “Empirical data shows that stable teams are 60% more productive and 60% more responsive to customer input than teams that rotate members” (Hall, 2018, N.

p). This information can be verified from a different source cited above, but it’s not cited in the article.
Much as the discussion is relevant. The discussion mainly relates to the articles manifesto, principles and an explanation of how Agile works through the three main frameworks, including Scrum, Lean and Kanban, bust mostly Scrum. It’s fair to say that the article is well balanced without notable cases of overemphasis or under-emphasis of any ideas. Agile is all about innovation (Bavani, 2012, p.28). Also, the author’ statements are clear, considering the use of simple language that is easily understandable by most readers. Agile is presented in the as a revolutionary challenge to the status quo as far as management is concerned (Mckew, 2018, P.22). Based on my assessment, the authors are objective in the discussion of their topic. The article, however, lacks empirical data, scan, and spot-check calculation, experimental designs, statistical methods, and procedures, but its objective is vital since it solves the long-standing management conundrum.
Bibliography
Bavani, R. (2012). Distributed Agile, Agile Testing, and Technical Debt. IEEE Software, 29(6), pp.28-33.
Denning, S. (2018). HBR Embraces Agile At Scale: Rethinking How We Live And Work. [online] Forbes. Available at: https://www.forbes.com/sites/stevedenning/2018/05/07/hbr-embraces-agile-at-scale-rethinking-how-we-live-and-work/#4dde23d4dd57 [Accessed 23 Nov. 2018].
Hall, K. (2018). Durable teams: more than a series of sprints. [online] Global Integration. Available at: https://www.global-integration.com/blog/durable-teams-series-sprints/ [Accessed 23 Nov. 2018].
Mckew, M. (2018). Embracing the benefits of ‘agile working’. Nursing Management, 24(10), pp.22-24.
Rigby, D., Sutherland, J. and Takeuchi, H. (2016). Embracing Agile. 1, 1, pp.1-16.