Agile companies put customers at the heart of business

Due to the challenges faced by workforces in 2020, there has been an increase in “agile methodology” discussions as a way to support organizations in meeting their customers’ rapidly shifting needs. I strongly believe this framework helps, but that it won’t directly increase customer satisfaction if you fail to implement dedicated, multi-disciplinary, agile teams that together take pride in their success.

Agile methodology is not a new idea. Bruce W. Tuckman first mentioned “Norming, forming, storming, performing” in regards to the dynamics of agile teams in a paper that was published in 1965. Agile is now utilized by several organizations around the world. 

Success will follow those companies who can ACT, not just REACT! This means finding ways to improve speed, innovation and greater customer focus. In these challenging times, this has never been more important.

The agile method supports teams in making decisions in the moment, rather than asking permission (providing they understand the targets, policies and processes beforehand of course) or waiting for managers to give the green light. Why is this key? It ensures decisions are made with the speed and responsiveness that a customer requires and recently COVID has put pressure on companies to act even faster than usual. 

However, I passionately believe that to be customer-centric you need to be people-centric. As rightly highlighted in this article from McKinsey, no one expected such an abrupt shift in working this year. For some companies working remotely increases the risk of teams not being fully aligned. In times of disruption, such as COVID, the importance of alignment becomes key. 

Agile is empowering

I think agile companies will have found it much easier to adapt and continue to work as efficiently during these times. Working in the same location enables in-person contact, builds trust and communication for fast-paced decision making. Having a team that is empowered to make their own decisions quickly means they can continue to be successful wherever they are located. 

It is important that teams are made up of empowered employees, who feel they have a voice and are talented problem solvers. Agile enables this. If you see that something is strange, or can be improved, then question it. Employees need to feel like they are allowed to question things. This is something I continually encourage and I love when someone has such passion for getting something done that they implement the necessary changes to make it happen. At Masternaut we are implementing squads that have the confidence to solve problems - often asking the question is the first step to solving the problem. These squads include a range of competencies to both ask and answer questions, to create accountable teams that can deliver. And that’s the outcome I like to see! Teams that can deliver on customers’ needs!

Agile offers a safe environment for people to bring their greatest talents for solving complex problems. It encourages collaboration and customer ownership, creating teams who take pride in their area of work and the customers they care for. I have seen first-hand how it changes the whole atmosphere and drive of teams. 

In my previous role within the Group, before joining Masternaut, we implemented an agile culture. I’m so happy to see the pride the sales teams have in working there and this is because they have the agility to do their work in the best way possible for them and their customers. The company is even growing more this year than last, despite COVID! I am so proud of them!

Don’t assume teams will self-organize 

When implementing the agile methodology, I have learnt that it is important to lay a foundation but to then work on creating an agile culture and mindset.

Companies must prepare for a rollout that happens in waves and ensure that the right team leaders are chosen for each squad. Agile doesn’t work from the top down, but by teams embracing the idea and driving the change from within. Team leaders need to be coached and given the necessary guidance and support. Don’t assume teams will just self-organize because you have asked them too. To build resilient teams, that will last, you need to be prepared to launch and then improve continually. Change doesn’t just happen on its own. The methodology is here to help the teams, not vice-versa - meaning the team can choose to change the methodology to one that helps them better.

Weave it into the fabric of the company 

The agile methodology is not just about introducing a set of specific practices but is about weaving a set of cultural values, behaviours and principles to enable teams to focus and deliver customer value faster. Our agile methodology has supported our teams with a framework, but how they work together is key. How they work together to deliver, and how they work together to succeed. As CEO, my job is to challenge, but more than that it is to help. I think of myself as 'Chief of Enthusiasm and Operations'. Making sure that employees are enthusiastic, feel confident and proud to do their job is absolutely key for me!

Flexibility is key to be truly agile. We must embrace uncertainty, rather than run from it. Putting customers at the heart of everything we do, being inclusive and adapting to changes. I believe this is what’s needed not only to survive, but to continue to enjoy sustainable growth!

We are committed to customer centricity and our agile teams enable us to work faster, to be more impactful, and more efficient at developing and launching solutions and experiences that customers need, and we will do it!