Navigating Change and Future Realities for Agile

Is Agile losing favor? The word on the street includes tales of massive layoffs and companies proclaiming, “We’re Agile enough.” So, what’s going on?

In recent months, I’ve had more than one conversation with colleagues asking, “Why are there fewer agile jobs?” We all still believe that Agile mindsets are the path to achieving high-performing teams. And high-performing teams lead to lower costs and higher returns. What in the Agile world is happening, right?

I was recently invited to?discuss this situation on a panel for Agile Austin. What follows is what I’ve learned about where we are today, including exploring past successes and failures we can learn from and advice for moving forward.

Where are we today?

Let’s break down three reasons behind the decline in Agile jobs:

1. Misunderstanding and Misalignment

“You keep saying that word. I do not think it means what you think it means.” — Inigo Montoya, The Princess Bride.

Companies might be saying ‘Agile’ but dancing to a different tune. The motive behind Agile transformations is often masked as efficiency but driven by cost-cutting motives. Failed implementations result from misunderstanding the cultural shifts needed for Agile, and leadership is more interested in the bottom line than a cultural change.

2. Declining Confidence in the Value of Agile

Then, we have a flooded marketplace with practitioners misrepresenting their certifications. I was part of an effort to draft a set of?Ethics for Agile Coaches. The whole effort was born out of the concern for a declining level of professionalism eroding trust and confidence in the benefits of Agile.

Also, communicating Agile’s contribution to bottom-line results is a challenge. The business wants to hear about quantifiable outcomes while we’re emphasizing psychological safety and empowerment. Economic uncertainties label Agile as a nice to have, and suddenly, it’s on the chopping block.

3. Shifting Transformation Landscape

Who moved my Agile cheese? AI has thrown a curveball, prompting questions about skills needed for developer and non-developer roles. Agile methodologies must adapt to the changing nature of development work, balancing automation and human creativity. Businesses are increasingly focused on automation and generative AI, potentially overshadowing the perceived importance of Agile.

With misalignment, dwindling confidence, and AI shifts, the demand for Agile roles has taken a hit. Now, let’s rewind and see what the past teaches us.

Yesterday’s Triumphs and Failures

Agile has helped us improve our work in many ways. Some critical successes we can celebrate and strive to keep:

1. Focus on the End User:?Agile ensures the end user is not just a consideration but the star of the show. Techniques like user stories and user acceptance criteria place user needs at the core of development.

2. Decreased Dysfunction:?Agile practices can unveil hidden team dysfunctions, clearing the path for smoother collaboration.

3. Decentralized Decision Making:?Bringing decision authority closer to the action speeds up decision-making.

However, let’s not forget our missteps:

1. Adherence to Dogmatic Rituals:?Shu Ha Ri is a beautiful analogy to talk about why teams must follow rigorous practices at the beginning of their journey. But I’ve seen coaches unwilling to listen and respond to the context of a team. The result is stale, flat, routine rituals followed without the spirit intended behind the practice.

2. Scaling Challenges in Larger Organizations:?Agile methodologies designed for small, fast, and focused teams have faced challenges when applied to large organizations. The emphasis on autonomy and self-organization overshadowed the need for governance structures and transparent processes. I’ve heard stakeholders express concerns that, in the pursuit of agility, some organizations compromised on necessary checks and balances, impacting accountability and adherence to standards.

3. Failing to Speak the Language of the Business:?Agile practitioners and coaches often grapple with expressing the genuine value of Agile practices in a way that aligns with broader business objectives. The challenge often stems from setting the right goals. If the primary aim is to “be Agile,” it’s a recipe for disappointment. However, framing Agile as one of many tools in a toolkit to help organizations achieve specific objectives allows for a more targeted and measurable approach.

In a landscape where every decision undergoes meticulous financial scrutiny, it’s crucial to translate the impact of Agile methodologies into concrete business outcomes. Agile influencers need to expand their expertise beyond Agile principles alone. Cultivating knowledge in areas like product management, business strategy, technical domains, and direct management/leadership becomes essential in bridging the communication gap with business leaders. This comprehensive skill set transforms Agile from a buzzword into a strategic asset, contributing tangibly to the organization’s success.

Tomorrow’s Playbook

Learning from the past, let’s script a playbook for the future to build trust and alignment with our organizations.

1. Speak the Language of Value:

• Articulate Agile benefits in terms of concrete business outcomes.
• Showcase success stories aligned with key business indicators.
• Highlight how Agile practices contribute to strategic business goals and measurable benefits.

2. Leverage Shifts Offered by AI:

• Adapt Agile approaches to include emerging technologies like AI.
• Understand how AI and automation can complement Agile practices.
• Explore AI integration for enhanced efficiency and decision-making.

3. Embrace Change and Uncertainty:

• Continuously adapt skills, mindset, and practices to navigate uncertainties.
• Maintain a strong focus on customer needs amidst constant change.
• Develop personal resilience and adaptability, crucial to weathering continuous disruption.
• Regularly assess and adjust processes based on feedback.

Walk the walk

So, Agile enthusiasts, as we navigate these choppy waters, remember – it’s not just about “doing Agile.” It’s about making Agile an almost invisible, ingrained way of working. Let’s shift the focus from talking about Agile to discussing how teams can evolve dynamically, showcasing the tangible value to the bottom line.

The Agile journey is a continuous process of adaptation, learning, and aligning with the ever-changing demands of the business world. Are you ready to adapt your thinking and communication for the evolving dance of teams and technology? The future awaits.