The world is changing so rapidly that in many cases companies no longer meet customer requirements for speed, flexibility, responsiveness, and innovation.
Companies that complete a successful transformation to more Agile ways of working completely change their performance on customer satisfaction, customer loyalty, employee motivation and satisfaction, and along financial performance metrics that make a substantial contribution to business performance.
An Agile transformation places your organization at the forefront of any industry.
As agile organizations, teams and team members, we must constantly question what could be better in order to continually improve.
Agile Transformation is for companies that are able to fully understand and carefully release or even undo the dependencies that hinder rapid innovation and the roll out of new products and services. All this while maintaining a solid organizational structure that supports and nurtures Agile process. Our learning indicates that a careful selection of projects, or project types, and a thorough understanding of the organization’s structure are keys to a successful Agile Transformation.
One critical factor for Agile Success is a clear vision of the new state of the organization at the end of the transformation. Change Management requires carefully planning and envisioning by the senior management of the organization, and well-planned and executed communications so that all employees can see the new organization that they are moving toward. Developing KPIs that reflect the true state of the organization are critical to Agile success.
Business Agility requires a different mindset. Notions of "Job Description" and defined roles and responsibilities need to change. Siloes are internalized constructs supported by beliefs.
Incentives and dis-incentives also play a role in supporting agility - a risk averse culture that punishes mistakes will never be agile. But one that encourages and supports experimentation will be both agile and innovative.
Agile organizations are either supported by agile structure or legacy structure becomes the bottleneck that causes agile to fail. Any organization wishing to become more agile will need to take a hard look at the structures that support (or inhibit) the free flow of information, fast track decisions, and empower teams. Many companies talk about the need to be more innovative and to take smart risks, but maintain the tight controls that prevent innovative and agile behavior.
A successful Agile organization relies on the right people in the right roles so that their abilities are used most effectively. Well-formed teams are able to transition to the new Agile structure, and make the most of the new opportunities that Agile will bring. Our learning indicates that learning style, personality type, and communication ability make all the difference to Agile success. The right people, well managed and motivated are what makes Innovation happen.
The potential for innovation that is realized through effective use of communication tools, reporting frameworks, budgeting systems that make the organization Agile. Our learning indicates that continuous personnel development, motivation, and reinforcement are keys to making an organization truly Innovative and Agile. Learning and Reinforcement:
A deep, long-lasting, and truly beneficial Agile transformation requires continuous learning, motivation, and reinforcement so that the benefits of the transition become keys to the organization’s long term success.
Nurturing a new mindset and ways of working takes constant attention. This is why many organizations take a coach on their journey to agility.