Gerencia ágil: complementariedad desde el enfoque de la innovación disruptiva

Abstract

These lines aim to analyze agile management and its complementarity from the perspective of disruptive innovation, from a bibliographic perspective, reviewing the production of high-impact research works from the aforementioned categories. This work begins with an inquiry into the episteme of agile management, linking it to the gaps in the changing environments of educational management, related to management processes, resource utilization, mission fulfillment, vision, objectives, and task execution time in public educational entities, facilitating processes for subsequent management, from the complementarity of disruptive innovation. Agile methodologies have become a key tool in the world of software development, but their application goes much further. They are characterized by unpredictability, where technology, consumer demands, and competitive landscapes change suddenly, making the agile principles of adaptability, customer-centricity, and iterative or repetitive progress particularly relevant. These environments challenge traditional project management approaches and require a more flexible and responsive strategy for managing uncertainty and capitalizing on emerging opportunities, where product development is encouraged in small, manageable, and meaningful increments. Disruptive innovation and agile management are complementary, as the former provides the cultural and operational framework required for the latter to emerge and be successfully implemented in contexts of high uncertainty and change. Agile management is not disruption itself, but rather the driver and enabler that enables an organization to be fast and flexible enough to manage it.