Avoiding False Agile
Over the last 12 months we have worked with a number of clients on their "Agile Transformations" and "Evolving Matrix Excellence". One of the many things we have learnt on this journey has been spotting FALSE AGILE.
Agile has its roots in software design and the principles have been adopted by many companies in the attempt to become more flexible and dynamic in the VUCA world. However just because you call something AGILE, or your name your new structure MATRIXED doesn't actually make it so! Without understanding the core values of AGILE and the key principles you will be merely be implementing new processes, tools and methods without addressing the critical step of enabling and empowering the people to truly buy in to why, how and what AGILE/MATRIX can offer them.
We have worked with clients to help them :
- Create genuine CLARITY around the right mindset
- Enable authentic COMMITMENT to making the changes needed
- Empowering pragmatic ACCOUNTABILITY to take action
So win their HEARTS first then their MINDS, and avoid the traps of FALSE AGILE.
Commercial Director UK and Ireland at Valneva UK/Head of UK and Ireland
5 年As a recently certified Agile Product Owner, I completely agree. Agile methodologies are now imbedded in my ways of working on complex projects. The principles of a fail fast and test and learn culture is different, and on my recent project have really proved to get the best out of the people with far greater accountability and involvement
Leadership Whisperer (Coach & Facilitator) | Consultant | PhD Scholar | GhostWriter
5 年Excellent post, Mark! Couldn't agree more. Many organizations miss out on these 4 aspects (not exhaustive): 1. The empowerment of all the stakeholders involved in the AGILE program 2. Educating them on the principles so that they go in with the right mindset 3. Understanding that Agile programs need close collaborative working relationships between stakeholders and does not necessarily mean unstructured work 4. Working in an AGILE environment requires all stakeholders to align. I have seen some organizations expect their partners to work in an AGILE mode whereas they themselves don't I am sure that in addition to the first two you mentioned, you must have seen evidence of the other 2 in your experience!