What role does leadership play in the success of an agile transformation?

I would add that in order to effectively guide their teams towards an agile transformation a leader needs to have cultural sensitivity and astuteness which is becoming more important now along with empathy and emotional intelligence . This will help prioritise the team perspectives and support the mindset change required to achieve the agile transformation .

El liderazgo se caracteriza por ser empático, asertivo y comprometido con su equipo. El líder es una persona que escucha activamente: Escuchar, entender y responder. En una transformación ágil, el líder es el protagonista de ese cambio 360 grados porque debe adaptarse primero a su equipo de personas desde la empatía.

Il doit créer une vision claire et inspirante, de mobiliser et d'aligner les équipes autour de cette vision, de favoriser l'innovation et l'apprentissage continu, de soutenir l'autonomie et la prise de décision au niveau des équipes, et de promouvoir une culture de collaboration et d'adaptabilité. Le leadership agile doit également être capable de faciliter le changement, de surmonter les obstacles et de créer un environnement propice à l'expérimentation et à l'adaptation rapide.

It is extremely important to identify the acceptance criteria early within the project for developing the scope. Actively managing action items becomes much easier and sprint development becomes smooth when the end goal is targeted. Too often projects are started with no general focus or key stakeholder development. The agile focus or more hybrid focus can make the project seamless when phase transitioning. The focus in agile approach in project management lies in iterative development, frequent communication, flexibility, and a focus on delivering value to the customer. It involves breaking down projects into smaller tasks, adapting to changes quickly, and embracing collaboration among team members.

When adopting Agile, focus 1st on the basics with the team. Invest in preparation, learning, & agreement. Then just do the process. Don't focus on the details at first, just do the basic ceremonies & lead by example. If you expect team members to attend the stand-up, then you prioritize the stand-ups. They should feel they are equal of the team & their voices are heard. Once a rhythm is established, only then fine-tune the process. Use the retrospective to help the team identify the problems & solutions. Focus on working as a team to deliver value (meaningful incremental functionality) for the business stakeholders. Put the team in front of the stakeholders so they can hear from them first-hand. Keep coaching & keep communication open.

In my experience leaders must articulate a clear vision and strategy for the agile transformation. They need to define what success looks like and how agility aligns with the organization’s overall goals and objectives.

Creating a vision should be initiated as a leader, but just agile is collaborative I have found the greatest success comes when the vision itself is likewise collaborative. Encourage open communication and foster an environment where team members feel comfortable presenting ideas, asking questions, sharing concerns, and providing feedback.

Como líder, es esencial establecer una visión clara y convincente para la transformación ágil. Esta visión debe estar alineada con los objetivos estratégicos de la organización. Asegurémonos de comunicar esta visión de manera efectiva, para que todos en la empresa entiendan la dirección y el propósito que estamos persiguiendo.

De acuerdo a mi experiencia los líderes deben hacr un ejercicio de alineación entre ellos en primera instancia antes de emprender un proyecto de agilidad en la organización. Este ejercicio debe servir para tomar todos los puntos de vista, recopilar las diferentes experiencias de cada líder en relación a su interacción con los clientes, identificar y acordar aquellos puntos en los que la organización deberá trabajar para satisfacer a sus clientes y, en general, ser los primeros en adoptar el "mood" ágil, es decir, deberán liderear con el ejemplo. Para lograr esto será necesario y deseable que se acompa?en durante todo el proceso de un coach con experiencia en la implementación del marco agile. Todos los líderes deben estar alineados.

El líder debe adoptar el rol, que lleva intrínseco, de guiar al equipo, su valor radica en saber administrar las debilidades y fortalezas de cada uno de los miembros del equipo, para que cada uno asuma responsabilidades y busque objetivos alineados con sus fortalezas. Así se consigue que cada miembro del equipo se sienta fuerte y responsable del éxito del conjunto, propiciando que el equipo no pierda el foco al objetivo.

I would add the following on what leaders should do from “culture perspective” for agile transformation: - Paint the larger picture but co-create the vision with the team. - Communicate, Communicate and over communicate the vision: bind & ingrain it. - Demonstrate a strong will to win. - Question the unquestionable: embed a mindset where everyone believes everything can be improved. - Aspire beyond existing resources. - Truly own the company.

Una parte fundamental de la nueva cultura ágil a impulsar en la organización será la creación de un enterno que permita la experimentación para poder fomentar la innovación como resultado de las interacciones y ciclos de mejora y desarrollo. Si la organización mantiene una actitud de "castigo" al error se inhibe la experimientación y por lo tanto las soluciones y mejoras que se creen mediante el marco ágil estarán limitadas y con un nivel de innovación moderado o bajo. También hay que entender que debe existir un sistema real de captura de experiencia de la experimentación para evitar cometer los mismos errores todas las veces.

The best way to build an agile culture is to lead by example. Demonstrate Agile principles in your own work, such as embracing change, prioritizing customer value, and build trust by promoting self-organizing teams. Recognize and celebrate the early successes and improvements resulting from the adoption of Agile, reinforcing the benefits of the new methodology.

Promover una cultura que apoye la agilidad es clave. Fomentar valores como la colaboración, la transparencia y la entrega continua de valor es algo que practico diariamente. Modela estos comportamientos y celebra cuando tus equipos adoptan estos valores.

As a cultural champion leader, you promote a culture that values collaboration, open communication, and continuous improvement. Your role is to: Lead by example, demonstrating agile values and behaviors Encourage and empower team members to take ownership of their work Foster a sense of community and teamwork among team members Recognize and reward employees who demonstrate agile values

Después de los los líderes es necesario trabajar intensamente con los niveles gerenciales de forma de arriba hacia abajo. Conforme se vayan subiendo más gerentes de los diversos niveles gerenciales a la cultura de agilidad más simple será la gestión de los equipos autodirigidos durante la ejecución de los ciclos de solución. El concepto de "Due?o de Producto" es la segunda pieza clave para que los esfuerzos por llevar a la organización hacia una cultura de agilidad sean exitosos. Los equipos serán más autodirigidos en medida de que los Gerentes ejecuten su rol de "Product Owner" de manera correcta.

Agile by nature "when depolyed correctly should be empowering. Encourage autonomy and decision-making within teams, allowing them to take ownership of their work and make the necessary adjustments to embrace Agile practices. Celebrate ideas, improvements and wins. Create an environment where every idea can be shared. While it is not tenable to implement every idea, allowing individuals to feel that they are valued by hearing what they have to say is extremely important.

Empodera a tus equipos para tomar decisiones autónomas es crucial. Elimina barreras, proporciona los recursos necesarios y fomenta un entorno de innovación y mejora continua es parte fundamental. Confío en mis equipos y les permito experimentar y aprender de sus errores, sabiendo que el empoderamiento genera resultados.

Com autonomia, independencia reconhecimento e valoriza??o, a equipa está motivava para executar e saber que, sendo avaliada, poderá atingir outros rumos na estrutura da empresa.

Give team members the freedom to make decisions and take ownership of their work Provide necessary training and resources for team members to succeed Encourage experimentation and learning from failures Support team members in overcoming obstacles and challenges

El rol del Líder como catalizador o promotor del cambio es en todos los casos primordial no sólo para asegurar el éxito sino para lograr una nueva cultura estable y que incluya en su ADN el concepto de nunca estar conforme con los niveles alcanzados y siempre tratar de ir por más. Es importante mencionar que este tipo de cambios no deben ser, en ningun caso, pensados para ser logrados en el corto plazo (1 a 2 a?os) sino que serán un esfuerzo a mediano y largo plazo (3 a 5 a?os) y, por lo tanto, se debe ser muy preserverante y disciplinado para lograrlo.

El líder debe ser el mayor patrocinador y el más convencido de la cultura ágil. Para mitigar la resistencia al cambio, debe formar un equipo de gestión del cambio, invertir en capacitaciones externas para líderes que luego capaciten internamente, gestionar comunicaciones mediante reuniones y empezar con un piloto para presentar resultados. La transformación hacia una cultura ágil debe ser progresiva, con personal capacitado, generando confianza y empoderamiento en los equipos. Así, notarán la diferencia y no querrán abandonar la cultura ágil.

If you want to drive change, then be the driver. Talk to your teams, leaders and even other departments as necessary. Communicate individually and collectively, understand what fears they have and what obstacles they are experiencing. Make it your personal responsibility to develop the pathways that will help assuage fears and overcome obstacles. This will carry into number 6, since ongoing education is certainly an important aspect of this.

Una transformación ágil requiere desafiar el status quo. El impulsar nuevas formas de trabajar, adoptando tecnologías, procesos y herramientas que faciliten las prácticas ágiles. Liderar con el ejemplo y asumir riesgos calculados es parte de una estrategia para ser un verdadero catalizador del cambio.

As a change catalyst leader, you drive change by identifying areas for improvement and implementing process improvements. Your role is to: Identify areas where change is needed to achieve the agile transformation goals Develop and implement plans to address these areas Collaborate with teams to implement changes and provide feedback Monitor progress and adjust plans as needed

I agree with the 6 identified levers I would: Set the Pace - establish the urgency, put in place the momentum by institutionalising agile tools Prioritise - very difficult to multitask with speed. Leaders must guide their teams to prioritise, deliver and then raise the bar Align - large teams and organisations see vision statements very differently based on their organisational understanding and ability. Keeping teams and leaders at all levels aligned is the only way to get things done with speed. This requires leadership teams to be aligned first Empower - decisions must be taken at the right place and therefore the right time. Establish Trust. Escalation must add value. Build leaders at all levels by empowering

Establish best practices which should include preliminarily required and optional ongoing education such as self learning, collaborative workshops and lunch n learn activities. Leverage internal and external resources for a more diverse perspective. Promote knowledge sharing, (this should also be considered part of culture) and implement mentorship programs. Being a mentor can feel like a promotion, it becomes something to aspire to. As a mentor, your success is the success of another. It is a support system that builds upon itself, uplifting the team and ultimately the organization.

Aprender continuamente, significa criar um departamento de forma??o na empresa. Em Portugal temos muitas dificuldades em entender isto, fruto de uma classe empresária sem grandes estudos, sem grandes conhecimentos que nunca aprendeu a ser a ser líder, antes a ser patr?o.

As a continuous learner leader, you prioritize personal growth and development, staying up-to-date with industry trends and best practices. Your role is to: Stay informed about new agile methodologies and best practices Seek feedback from team members and stakeholders to improve leadership skills Continuously reflect on your own leadership style and adapt to new situations Encourage team members to do the same, fostering a culture of continuous learning

Es fundamental fomentar una cultura donde el desarrollo personal y profesional sea prioritario. Estoy comprometido a ser un aprendiz constante y a trabajar junto a mi equipo para impulsar nuestra transformación ágil. juntos, podemos alcanzar nuevos niveles de eficacia y éxito.

I agree with the 6 identified levers I would: Set the Pace - establish the urgency, put in place the momentum by institutionalising agile tools Prioritise - very difficult to multitask with speed. Leaders must guide their teams to prioritise, deliver and then raise the bar Align - large teams and organisations see vision statements very differently based on their organisational understanding and ability. Keeping teams and leaders at all levels aligned is the only way to get things done with speed. This requires leadership teams to be aligned first Empower - decisions must be taken at the right place and therefore the right time. Establish Trust. Escalation must add value. Build leaders at all levels by empowering

While it is important to establish best practices, it is important to remember that agile is a methodology. There is no "one size fits all" as the needs and objectives of your organization evolve, this too needs to evolve. Typically, agile will begin in PMO, development or production, however many organizations have matured to the point where agile becomes imbedded in the greater enterprise construct. This means that the methodology and the solutions utilized in implementation need the scalability and functionality to evolve along in lockstep. Taking this into a preemptive consideration can save time, money and personnel resources later on.

Business development orientation: that involves foreseeing,training, conviction, motivation, goal orientation, customer research, potential client relationship, accessibility, after-sales-service assurance, success