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Repeatable work with clear, well-defined outcomes, performance measures, and end-to-end processes, such as in order-to-cash or procure-to-pay, can benefit from the creation of self-managing teams. Agile operating models also allow G&A leaders to realign staff more efficiently toward the highest value-creating and value-protecting opportunities across the enterprise.Īgile offers a variety of approaches that can be applied to different profiles of work carried out across corporate functions. Adopting agile methods can unlock this change and drive better cross-department coordination, business–customer centricity, and strategic decision making. To optimize for speed and flexibility, G&A functions should make changes that will eliminate the silos that traditionally occur between different departments.