How to Build an Agile Culture
By: Scott Ambler, Vice President & Chief Scientist of?Disciplined Agile | PMI
Aristotle once said (if you can believe what you read online), “We are what we repeatedly do.”
That’s a pretty good definition for what we mean by a word that is bandied around a whole lot—culture. Cottage industries have emerged focused on the question of how to build cultures that allow organizations to be more innovative and agile.
Unfortunately, it takes quite a bit more work than adding a ping-pong table to the office—and the other cosmetic touches that organizations sometimes fixate on—to develop a new cultural ethos.
The disconnect could stem from the simple challenge of defining what exactly we mean by that word “culture.” We’ve heard Aristotle’s take; others might describe it as the repeated patterns of behavior
In the world of agile, culture has always played an outsized role in determining the effectiveness of an enterprise. It’s right there in the guidelines of the Disciplined Agile mindset, which places an emphasis on creating effective environments that foster joy at work and the obligation of teams to drive sustainable culture change
So what exactly does an agile culture look like?
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This is easy to say, of course, but very challenging in some highly regulated environments like the government sector, in which leaders are rightly scrutinized very closely. These organizations face very different incentive structures than organizations in more competitive environments who must be agile simply to stay relevant in the face of emerging competitors. It’s an entirely different proposition to evolve the culture of a large established organization with myriad stakeholders with some degree of oversight authority, as opposed to a small team or start-up.
So how can organizations go about the hard work of getting started in building agile cultures
Recognize it will take time. Cultural change never happens overnight, requiring a great deal of patience—while still coupled with the urgency and bias for action inherent in agile approaches. Maintaining employee (or to use a more appropriate word, talent) engagement over this long time-horizon can be enhanced by encouraging them to find motivation in learning and continuously mastering their craft.
Focus on improving systems
Strive to foster joy. Attracting great talent and fostering innovation
What comes to mind when you think of an agile culture? Does your organization fit the bill—and if not, what steps could your team begin implementing today to create it?
This article was originally published on The Official PMI Blog.
Business Solutions Executive | Director | Non-Profit Professional | Board Member
2 年Great Article Paul Niermann Andrew Greger & Natalie Nacif Reading has me jazzed for the current work.
Gestiono la implementación de Proyectos con personas que modelan la tecnología, dinamizando los procesos| Facilitación en el aprendizaje uso de la Tecnología | Consultor, Mentor - World Change Makers Mentors.
2 年Interesante el enfoque de La cultura agil para las empresas, negocios, #empresasfamiliares. Rescato que es bueno sacar un servicio o producto que pueda siempre tener mejora continua, esto es parte de ser ágil y eficiente; en el tiempo se realizarán los ajustes (como todo situación donde se identifican las oportunidades de mejora). No todo siempre es perfectible. La cultura ágil efectivamente se alinea al dinamismo y cambio de los entornos, a la inmediatez sin dejar de considerar lineamientos basicos, enfoque, estrategia y sobre todo llegar a alcanzar objetivos con resultados tangibles y metas.
Project Portfolio Management Expert | PMP | Driving Organizational Resilience and Strategic Transformation
2 年Great article. Although it is a challenge for many organizations including the government sector, with short and continuous steps as well as patience, it is possible. A change of mindset is key to make agile possible.
Director, Sales Strategy and Client Solutions | Founder DC2 - Delaney Coaching & Consulting, LLC | Retired U.S. Marine
2 年Great synopsis and review of what it means to be agile. I am in the government which still has the potential to be agile, it just takes a lot more work but it is possible. Thank you for sharing.
Technology Management | Agile Frameworks | Cybersecurity
2 年Great article! The question of culture in regulated environments is further complicated by the lack of uniformity of culture within those same corporations. Understandably, software development teams tend to gravitate more naturally towards agile software development. On the other hand, transforming legal or security departments will prove more challenging due to both the low tolerance for failure and the underlying thought framework e.g. culpability and attribution. Other departments, such as IT infrastructure, have long-lived dependencies e.g. reliance on vendors, computer center operations and associated change managemnt processes. Above all, however, there is the overarching cultural aspect of safety. An organization espousing a retributive justice regime will find it orders of magnitude harder to transform than one that leans more towards a restorative, safe and just culture (Sydney Dekker). A restorative justice doctrine seeks to restore relationships to their state prior to an incident or failure, thus creating the right atmosphere for learning. Such cultures are aligned by default to the agile value of ‘individuals and interactions ..etc. ’. It truly is all about culture.