Top 3 challenges in Agile Transformations

Agile may look like a simple concept, but it can be a difficult mindset to adopt.

Now, agile is an Iterative and Incremental approach that allows for faster course correction based on early feedback from stakeholders.

Sounds straightforward, right?

However, this simple concept can take organizations years to implement.

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Here, I highlight the top 3 challenges I’ve seen organizations face when adopting an agile framework.

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1) Lack of Leadership buy-in

An organization’s managers, executives, and other leaders are responsible for the adoption and success of Lean-Agile practices. Only they have the power to enable change and continuously learn.

Leaders, therefore need to be bought into the agile concept. They need to exemplify behaviours that will influence and motivate the organization to pursue a better way of working. Organizations where leadership buy-in is lacking, won’t be able to go too far on their agile journey.

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2) Lack of investment in Agile coaches

A significant change like an Agile transformation will need dedicated Change Agents that can help implement and sustain changes like:

- Teams structured cross functionally

- Team environment that foster collaboration within and outside of the team

- Collective responsibility for the quality of the product

- Stakeholders involved every step of the way to enable faster learning and adjustments

For all of this to happen successfully, lean-agile change agents or agile coaches will be needed to lead this transformation, to coach all forms of leaders throughout the organization, and get everyone involved.

Time and again, I’ve seen Leadership bought into the agile mindset but due to lack of effective agile coaches at all levels, this transformation simply fails to deliver results.

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3) Not prioritizing Process Improvement

Another major challenge I have seen organizations face with their agile adoption is limited or no capacity allocated to process improvement ideas that are identified during the Retrospectives. Process improvement will require time, money and expertise which may be in short supply or product initiatives may simply take precedence.

With the right coaching and leadership buy-in, organizations can start supporting process improvement. The key is to think of the Lean practice of Kaizen: Improvement through small changes. By prioritizing 2-3 process-related improvement items each iteration, teams will be able to incrementally improve how they operate to deliver value and truly become high-performing.

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Agile practices can truly change the culture of an organization, allowing them to compete and deliver value. By overcoming these challenges: securing leadership buy-in, investing in change agents and prioritizing process improvement, organizations will be able to successfully reap those benefits.

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