E IL G Effective Leadership of Agile Organizations: Building a Culture of Servant Leadership YING A Authors L Carl Shea P Enterprise Agile Coach, Tata Consultancy Services Nidhi Srivastava P Global Head Consulting Practices, Tata Consultancy Services A The articles in this issue of Perspectives show that many C-suite leaders say they believe in agile and lean approaches to making their organizations stronger and more responsive to change in the rapidly evolving digital world. However, how they make decisions (often through a classic multi-level hierarchy), delegate the skills they value most in others, and deal with failures from below is antithetical to making their organizations more responsive to change. In other words, many senior leaders have not adopted the right mindsets and behaviors to help their organizations become more agile. For example, a global manufacturer organized an agile work team to spearhead a $50 million project to create a single global ordering system. The goal was two-fold. First, to