Agile is great, but sometimes it’s easy to miss the point
Written by Anco Van Der Wurff
Agile has been a buzzword in the business world for quite some time now. Which company doesn't want to jump on the bandwagon of Agile ways of working, especially with remote working being here to stay? Most large companies have adopted Agile. And if you haven't adopted it yet, how are you going to compete with other - more Agile - companies?
The problem with Agile working is that the concept of Agile has become so big, and there are so many opinions about it: everything could qualify as being Agile. From clients I often receive the question if something is Agile or not. If Agile is anything, it is about applying common sense. Whatever framework, tools or philosophy you´re using, it doesn't really matter. (Even if it's waterfall project management!)
In companies there is a huge focus on the things that can be done, like actions, activities and execution. Therefore the belief exists that a transformation should only be focused on things like processes, tools and structure. Our use of language and the way we behave suggest that an organisation works like a mechanical machine, and if something is broken we should swap out its parts to make it work again.
Obviously organisations are like a machine just as much as SAFe is Agile. Organisations are made up of people, without people there are no processes or structure anyway. If you want to change an organisation, you need to change its people rather than only focussing on the processes they execute. Changing tiresome, bureaucratic processes helps, but if people´s mindset does not change, then any process change will not give any lasting results.
How are you going to lead this change? Are you going to need expensive, Post-it subsidised, external consultants and coaches who preach Scrum? Many consultancy companies have specialised in applying a process change and walking away from the real problems that show up on the surface, or leave you with an extensive, but awfully generic ´Playbook´ or Ways of Working document to implement in your unique and organic organisation.
If you really want to change your company, you don't necessarily need to start with Agile. Or if you have already started doing Scrum or Kanban, and wonder why things have not really changed, you don't need process: you need culture.
How do you change culture? Culture starts from the top. Remember all those change initiatives that the operational teams need to start working on, but management likes to stick to their old habits? That's what is blocking the true transformation. Great culture comes from real leadership, transparency of values, psychological safety, coaching employees, facilitating and enabling.
What aspects are important for you when you are transforming your business? What topics are important to you?
This article was written by Anco Van Der Wurff
Anco works with Lithe and is leading on various transformation initiatives. Anco is a pragmatic coach and consultant and has worked in a range of companies in various sectors and countries. His objective is to make people successful by helping them fulfil their goals, so that they can make the best possible decisions for their organisations.
As a consultant, he has experience in creating resistant, self-organised structures by breaking down silos, 1-on-1 leadership coaching, and ultimately creating systemic growth of the Agile organisation