Agile: Not Just Another Buzzword Anymore
Around a dozen years ago, I attended a business analysis conference where a colleague presented a session on Agile – a concept our organization had recently embraced. At the beginning of the presentation, the speaker asked how many in the room were Agile practitioners. Out of the 50-75 attendees, only about 15% raised their hands. That was back in 2011. Fast forward to 2023, and the situation has completely reversed. I estimate that approximately 75-80% of companies have adopted Agile in some way, shape, or form, leaving the laggards stuck in the early 2000s.
The shift from Agile being perceived as a new and shiny tool to a firmly ingrained idea within companies signifies a significant transformation. Those who haven’t embraced Agile now face a severe competitive disadvantage and must modernize their methods to stay relevant and avoid extinction.
Top-Down Support: The Key to Successful Agile Transformation
Throughout my time as a consultant, I’ve worked with various organizations at different stages of their Agile journeys – from novices to highly mature teams. A consistent observation I’ve made is that without leadership support, Agile transformation efforts are likely doomed to fail.
While bottom-up, grassroots efforts can succeed in creating self-organized Agile teams, they often remain under the control of a Project Management Organization with bureaucratic constraints. Consequently, these teams might achieve some success, but they will never reach their full potential or become truly Agile.
Leaders Must Embrace Agile Fundamentals
A modern-thinking leadership team that buys into Agile is undoubtedly a win, but it’s not enough. Many C-suite executives still view Agile as a buzzword and may back it only when it’s popular and convenient. When trouble arises, they tend to revert to traditional practices.
For leaders to be effective supporters of Agile, they must genuinely understand its key fundamentals. This requires a shift in their mindset, which can be particularly challenging for traditionally educated MBAs. Education becomes the key to helping leaders grasp the essence of Agile. While they might not have the time for full-fledged courses, a couple of hours of training can equip them with enough knowledge to recognize Agile jargon, articulate its benefits, and distinguish it from traditional project management.
Scrum: Simple to Understand, Difficult to Master
Leaders who encounter the Scrum Framework or other Agile methodologies often perceive them as straightforward. Indeed, Agile methods are easy to grasp at first glance, but, as The Scrum Guide explicitly states, they are difficult to master.
It’s essential to differentiate between merely doing Agile and truly being Agile. The former involves going through the motions or cherry-picking elements while neglecting critical aspects like continuous improvement. Being Agile represents a complete shift in mindset and perspective, which is not easy for individuals, teams, or entire organizations to achieve.
Leaders as Agile Evangelists
Once leaders have been educated about Agile, showcasing results is the best way to reinforce its importance. Consistently delivering on a regular cadence generates excitement and feedback, which is crucial for fostering Agile practices.
When executives witness tangible results, they are more likely to remain supportive. Agile teams, equipped with the ability to pivot and adapt, are not hindered by setbacks. As leaders experience the openness and transparency of Agile practices, they are more inclined to trust their teams and share success stories, further propagating the Agile mindset.
It’s a Journey, Not a Destination
As the saying goes, Agile transformation is a journey, not a destination. The process involves striving for a greater ability to respond quickly and using empirical processes for inspection and adaptation. Throughout this journey, there will be ups and downs, twists and turns, but there is no date on the calendar that proclaims an organization as “officially Agile.”
Becoming truly Agile is an ongoing process that requires practice, trial and error, experimentation, and trust. In my experience, this journey can take years, and there is no definitive endpoint.
Final Thoughts
Becoming Agile is no simple task, especially when leadership lacks understanding and support. However, when leaders are educated and enthusiastic about Agile’s benefits, they become its most ardent advocates.
Now, I’m eager to hear about your experiences. How have you seen situations where leadership failed to understand Agile? Have you encountered successful or unsuccessful grassroots efforts? Feel free to share your stories in the comments below.