How do you handle resistance to agile from senior leaders or customers?

Try and understand process flows and flaws. Work with teams to understand what works and what does not in today's environment. Understand capacity constraints if any and certainly pay attention to leadership style in the organization as those could be motivations for resistance.

Prove it to upper management. Resistance to adopting agile principles comes from a lack of understanding. Consider starting with a Time Box Duration Analysis to expose potential weaknesses in the process. Once you have their attention. Keep asking questions until you've exhausted any concerns. Agile at its' core is meant to be adaptable to any business. Any business can find some benefit from Agile tools and methodologies, you just need to figure out what tool to use.

Handling resistance to Agile from senior leaders or customers requires proactive communication, education, and demonstration of value. Engage senior leaders and customers in discussions to understand their concerns and address misconceptions about Agile. Provide evidence of Agile's benefits, such as increased flexibility, faster delivery, and improved quality. Offer training and support to help them understand Agile principles and practices. Pilot Agile methodologies on small projects to demonstrate success and build confidence. Continuously communicate progress and outcomes to alleviate fears and build trust.

Handling resistance to agile from senior leaders or customers requires a strategic approach. Start by educating them about the benefits of agile, using data and case studies to demonstrate its effectiveness in improving productivity and adaptability. Address concerns directly, listening to their reservations and providing clear, evidence-based responses. Involve them in the process, offering hands-on experiences with agile methods to showcase its practical advantages. Highlight quick wins and early successes to build confidence in the methodology. Communicate openly and regularly, ensuring they feel informed and involved. Tailor the agile approach to align with their goals and comfort level.

Al enfrentar resistencia a la agilidad trato de entender las raíces de esa resistencia: ?Es miedo, desconocimiento o preferencia por lo tradicional? Algunos tips para abordarla: - Escucha activa: Entiende las preocupaciones mediante diálogos sinceros. - Educación y ejemplos: Muestra casos de éxito ágiles y organiza talleres. - Peque?os pasos: Implementa prácticas ágiles en proyectos menores para demostrar beneficios. - Feedback Continuo: Invita a comentarios y ajustes en el enfoque ágil. - Celebra éxitos: Reconoce los logros obtenidos. Mi objetivo final es transformar esa resistencia en colaboración, demostrando cómo la agilidad aporta valor y mejora la productividad.

There's always resistance, lack of trust from senior leadership and customers when an organization embark on agile transformation. It's the fear of unknown and uncertain future that trigger this resistance. It's very important to communicate the vision, not just once, but in every opportunity when you have the leadership ears for few minutes. Call out the vision and how it relates to each stakeholder in every digital documents including being shared. Story telling is an excellent way of communicating this vision. Why this transformation, what it enable for the leaders and organization, positive outcomes to expect and the challenges to expect in the journey

Based on my experience, overcoming resistance in customer or senior leadership involves applying key Agile principles correctly. By emphasizing the 'Simplicity' principle, we define a focused Minimum Viable Product (MVP). The principle that 'Working software is a primary measure of progress' is utilized to deliver the MVP within a brief 1-2 week sprint, allowing tangible progress to speak for itself. Finally, 'Building projects around motivated individuals, and giving them the environment and support they need,' while actively removing blockers, empowers the team. This Agile leadership approach ensures swift results and measurable progress, ultimately winning over stakeholders and mitigating resistance.

Cuando la resistencia viene de los altos mandos y por falta de conocimiento, aplicó una táctica quizás...?poco convencional? Mi estrategia: conectar el valor de Agile con sus intereses. Si aman el fútbol, por ejemplo, les hablo de cómo la agilidad podría revolucionar la gestión de un club. ??? No solo hablo de procesos, sino de resultados: cómo Agile puede ayudarles a alcanzar sus metas, reducir riesgos y mejorar la calidad. Lo importante es hacer que Agile resuene con ellos en un nivel personal. Debemos mostrarles cómo puede ser útil en lo que aman o necesitan. Al final, se trata de traducir la agilidad a su lenguaje y demostrar su impacto con historias y datos concretos.

Let's talk business value, not just process. Senior leaders and customers care about results. Agile isn't a magic trick; it's a tool to achieve their goals faster. Focus on outcomes. Show how Agile delivery cycles get them working software sooner, reducing risk and increasing adaptability. Showcase success stories with data-driven results: faster time-to-market, improved product quality, or higher customer satisfaction. Agile is about value, not just features. By speaking their language and highlighting these benefits, we turn skeptics into Agile champions.

The text overlooks addressing agile misconceptions upfront. Understanding your audience's unique concerns and objectives is crucial. Tailor your communication using relevant business metrics and strategic priorities. Training sessions can demystify agile and dispel misconceptions. Implementing agile on a small scale, like a pilot project, allows stakeholders to experience its benefits and challenges in a low-risk setting. Establishing regular feedback mechanisms can address ongoing concerns and sharing success stories from similar organizations can illustrate agile's potential benefits. This approach could help overcome resistance and enhance agile's acceptance and effectiveness.

One of the easiest and fastest ways to grab their attention is to run them through a few evaluative tools. Try guiding them through a Time Box Duration Analysis or Lead Time and Cycle Time Analysis and lead them towards improvements in the process by asking questions. Remind them that there are many more tools and benefits to agile.

It can be useful to 'show, not tell', and to demonstrate the value that comes from agile ways of working being applied to specific outcomes or projects. This may be through initially focusing on some quick-win projects, or on ones which align with the specific priorities of particular senior leaders. The principle of regular demos or working outputs to senior stakeholders is excellent at bringing them on the journey in an inclusive way and taking account of their feedback in the prioritisation process. Here, there's no 'big reveal' to senior staff which may open up potential for misalignment.

Agile thrives on collaboration, and that includes senior leaders and customers. We don't just tell them, we show them. Inviting them to participate in sprint planning sessions gives them a window into the process and fosters trust. Regular demos showcase progress and ensure alignment with their needs. Transparency is key. We actively solicit their feedback on user stories and acceptance criteria. This involvement makes them invested partners, not just observers. By seeing Agile in action and experiencing its benefits firsthand, senior leaders and customers become vocal supporters, driving the project forward as a unified team.

Love the Agile principle to include the customer/business people in the dev cycle/project. Bring the top boss in so they have direct visibility and sense of influence - but with a team setting. Now the dynamics shift a little. They start "getting the picture". Motivation breeds motivation. They see a motivated team wanting to adopt Agile in their software dev process and then they start thinking - "Wait, could it be...?" That's the pivot point. They realize now that it's not about them - it's about the org, the people, the client, the progress, and thus at the end of the road - the revenue and profit. Enter motivated top boss. Make them part of the self-managed Agile team and they start seeing other's PoVs. Now top boss is on-board!

While communicating the vision and aligning the vision with leadership needs are important, it's equally important to address their challenges and concerns. If it's not addressed at the beginning, it will come up and can be a blocker down the line of the transformation journey. There could be various reasons for the concern and resistance. It could be cultural, fear of loss of power and authority, business impact, fixed mindset to change, discomfort to come out of comfort zone etc. Coaching the leaders using powerful open ended questions and facilitating them finding answers to their questions and concerns. Propose a framework for engaging, communicating the progress and checkpoints to evaluate the change management effectiveness

Agile isn't a one-size-fits-all solution, and I understand senior leaders and customers may have concerns. Instead of brushing them aside, we acknowledge these challenges head-on. Are there conflicting priorities or rigid policies hindering progress? We work collaboratively to find solutions. Siloed departments or legacy systems creating roadblocks? We foster cross-functional collaboration and explore technical solutions to bridge the gap. By being proactive and addressing challenges, we demonstrate our commitment to Agile's success within the existing organizational landscape. This transparency and adaptability build trust and show we're not asking for blind faith, but a collaborative effort to achieve shared goals.

Now that they are involved with the Agile team, they are now an equal stakeholder in making this work. Other's problems become their problem and vice versa. The best architectures, requirements, and designs emerge from self-organizing teams, who deal with obstacles and impediments by regular reflection and F2F conversations. Many minds v/s one mind. And those many minds are Agile experts or at least know more. Out come ideas on how to resolve challenges and problems. In all this, the top boss sees people wanting to solve problems thus delivering value and success, thus providing them the satisfaction that this is on track. Continuous attention to technical excellence and good design enhances agility. They see that and they move forward.

Never sent an appreciation email to the top boss - only received it from them? Well, time to change. As they agreed to participate in the Stand-ups, planning meetings, etc, they know they were seen as team members and equal stakeholders in the plan. Therefore, they deserve to be appreciated as much as the others in the team who obviously are way junior than them. This consolidates their belief in the Agile plan that was proposed to them initially because they start seeing the benefits of adoption Agile. Have a team member present an award to them. Attribute as much success to them as to the other team members. Walk the talk of the Agile manifesto and principles in front of them. Motivation breeds motivation, remember?

We don't wait for the finish line; we acknowledge milestones along the way. This could be a successfully completed sprint or a positive customer response to a new feature. By recognizing achievements, we reinforce the value of Agile and keep everyone motivated. Senior leaders and customers are crucial partners. We take the time to acknowledge their contributions, be it valuable feedback during a sprint review or unwavering support for the Agile approach. These celebrations build a sense of accomplishment and shared purpose. By highlighting the wins we've achieved together, we create a positive reinforcement loop, keeping everyone invested in Agile's continued success.

Handling resistance to Agile from senior leaders or customers? 1. **Educate:** Offer workshops and share success stories. 2. **Address Concerns:** Open dialogue and customize Agile practices. 3. **Show Value:** Use pilot projects and metrics to demonstrate benefits. 4. **Engage:** Involve stakeholders in Agile processes. 5. **Leadership Support:** Find internal champions and secure executive sponsorship. 6. **Incremental Adoption:** Transition gradually and adapt practices. 7. **Communicate:** Articulate strategic benefits and maintain transparency. Turn resistance into support by showcasing Agile's tangible benefits! #Agile #ChangeManagement #Leadership #CustomerEngagement

Anything new means there is a need to embrace change. With change comes resistance. This applies to agile delivery too. Resistance could be due to: - Fear - Lack of exposure - Traditional beliefs - Past experience etc. To deal with these: - Discuss their apprehensions, propositions & elicit mutual participation - Give them a broad understanding of Agile delivery, its frameworks & practices - Highlight value delivery, time to market & possible cost optimization - Showcase case studies & product rollouts - Start small, get equipped, build capabilities & demonstrate A balanced Triangle of Agility where the practicing team, the senior leaders and the customer engage seamlessly will be instrumental in overcoming resistance to Agile Delivery.

According to me by following these strategies, you can effectively address resistance to agile from senior leaders or customers and promote its adoption within your organization. Identify reasons behind resistance from senior leaders or customers. Offer education and resources to explain agile principles and benefits. Provide case studies and success stories to illustrate the value of agile. Reassure stakeholders and address specific concerns about risks and workflow changes. Start with small-scale pilot projects to demonstrate agile effectiveness. Involve senior leaders and customers in the agile process to foster collaboration. Emphasize iterative improvement and adaptation based on feedback.

Agile techniques may be successfully adopted and implemented throughout the company if you engage senior leaders' or customers' resistance to them in a proactive and cooperative manner. This will help to foster understanding, trust, and support for Agile practices. Here's how to approach it: 1.Recognize the worries expressed by customers and top officials. 2.Make it obvious what advantages Agile offers. 3.Educate and train people on the principles of Agile. 4.Align Agile with the aims and ambitions of the company. 5.To prove success, start with tiny experimental initiatives. 6.Engage consumers and high-ranking executives in the Agile process. 7.Answer objections and concerns proactively. 8.Present case studies and success stories.

To add to what is said, it's very important to prepare to talk on how the product they are looking for gets built in increments. A road map defining the value and Returns against specific milestone would also help the customers visualise what they can expect in the coming future.

En el mundo del cambio y la agilidad, siempre me encuentro en una encrucijada. Por un lado, está el camino de la comprensión y la empatía. Cuando alguien está listo para el cambio, es mi responsabilidad guiarlos con empatía. Si no logro ayudarles, es una lección para mí, una responsabilidad que asumo. Por otro lado, hay personas u organizaciones que simplemente no están listas para cambiar. Y eso está bien también. En ese punto, mi trabajo termina. Como en startups, donde los roles evolucionan constantemente, aquí también aprendemos a adaptarnos. Al final, ya sea ayudando en el cambio o respetando su elección de no cambiar, siempre hay un aprendizaje.