How agile transfers from life to business

Initially posted in my blog.

The original Agile Manifesto, developed by 17 people in 2001 focussed on software development. Since then, it’s long spread beyond software and has been embraced as a management philosophy.

“Agile methodology is a project management strategy that divides the project into multiple phases, encouraging continuous improvement for each phase”, writes Indeed. It’s collaborative, flexible and transparent. Agile also puts continuous improvement as one of the top priorities. Paradise for process optimisation, right?

On the other hand, agile brings a certain amount of chaos, especially when used in overall management. It doesn’t involve much documentation and is characterised by shifting focus as well as lower predictability. The principles of timely value delivery on top of everything else certainly require mitigation from the leadership.

What I’d like to concentrate on, are the core aspects of agility that should be introduced in any tech company aiming for healthy growth. The organisations should take a step further from somehow idealistic views of early adopters. The key is to be realistic about the scope of agile that could be embraced to stay sustainable. This way tech startups and scaleups become more mature maintaining the flexibility.

The source of such balance, as usual, comes from the real life situations.

Alone to face a hostile place

The Imperial Trans-Antarctic Expedition, is an example of endless ambition, boldness, failure and… agility in a story of “the greatest feat of survival in the history of exploration”. Sir Ernest Shackleton undertook the expedition in 1914. The plan of coast-to-coast crossing in only 120 days was bold.

Shackleton’s ship, Endurance, was trapped in ice in January 1915 after crossing Antarctic Circle despite warnings of especially severe weather conditions that winter. The ship never left the icy prison. Luckily for the crew, they did. Their leader might have seriously underestimated the real conditions in his initial planning, but he showed brilliant leadership skills and flexibility afterwards.

Shackleton's story teaches that agility means being able to pivot quickly and decisively when the original plan is no longer viable. He led by example, worked on crew’s motivation, didn’t allow separate groups to form and distort the vision, and making tough decisions. He was good at reading the room in not offering his diverse group of sailors long speeches and being to the point.

Just as Shackleton adjusted his mission, tech companies shouldn’t be afraid to change direction when necessary. After all, those who take sensible approach to pivoting raise 2.5x more money than startups that pivot chaotically or not at all.

The world you're in's too heavy

Let’s turn to completely different country, year and field. Let’s look at Zaha Hadid. A brilliant woman known for her groundbreaking, fluid architectural designs embodied in no less bold deconstructivist buildings. It was challenging enough to be a female in a male-dominated industry. But Hadid’s agility genius spans further than that.

Her work was often deemed “impossible” to construct using traditional methods. So she went beyond tradition and embraced new technology. She extensively used computer modelling and digital design tools. She wasn’t afraid to make innovative software serve turning abstract designs into physical structures like the London Aquatics Centre and Guangzhou Opera House.

Hadid’s architectural agility involved not only technology but also a willingness to challenge the status quo and adopt new materials. On the one hand she experimented with innovative materials to make her ideas materialise in the real-world objects. On the other hand, she was a sustainability advocate, always looking for the ways to decrease environmental impact in her designs.

Hadid is a poster woman for creative agility. It’s a form of innovation where new technologies, processes, or ideas are embraced to achieve what might seem impossible. In a business context, this could inspire companies to invest in research and development, adapt cutting-edge tools, and remain open to experimental approaches that defy traditional business models.

The line in the sand ain't drawn for everyone

For businesses, agility involves more than just reacting quickly - it’s about cultivating a mindset of resilience, continuous learning, and openness to reinvention.?

Along with Data, communication, and documentation, - agile is a tool in an extensive toolbox for business optimisation. It contributes greatly to process management and improvement.? Its limits in turn should be recognised by leadership and mitigated in daily practices.?

Flexibility should also respond to the specific challenges faced by business. Like every body has a range of motion, which can be extended but not limitlessly so, a tech company evolves as a holistic system. Sometimes, a change in the business model is required to increase overall agility. Sometimes, it’s a matter of tapping into existing potential.

Sub-headers taken from “Forgiveness” by The Editors.