embracing the agile mindset: IS BEING AGILE REALLY 5 TIMES HARDER THAN DOING AGILE ? IS IT WORTH IT?
In the ever-evolving landscape of project management and organisational strategies, Agile has risen to prominence as a transformative approach that champions adaptability, collaboration, and continuous improvement. At its core, Agile is not just a set of tools or processes but rather a comprehensive mindset that permeates all aspects of an organisation. In this article, we delve into the essential elements of "Doing Agile" and "Being Agile," shedding light on how to effectively implement Agile practices for long-term success.
Doing Agile: 6 steps are all that we need
1. Tools: Jira, Azure DevOps, Monday.com etc
Central to Doing Agile is the use of effective tools that streamline processes and enhance collaboration. They serve as the cornerstone for managing tasks, backlogs, and progress tracking. Their robust capabilities ensure that teams remain aligned and informed throughout the project lifecycle.
2. Way of Working: Scrum, Sprints, Standups
Implementing Agile involves adopting a well-defined way of working. The Scrum framework, characterised by iterative cycles known as sprints, empowers teams to deliver incremental value. Daily standups promote transparency, enabling teams to share progress, challenges, and align on priorities.
3. Process/Policy: Governance and Controls
To strike a balance between flexibility and structure, organisations should establish effective governance and controls. This ensures that Agile practices align with broader organisational goals, while still allowing teams the autonomy to make informed decisions within the defined framework.
4. Org Strategy: Outcomes, Measures
An Agile organisation places emphasis on defining clear outcomes and measures of success. This strategic approach allows teams to align their efforts with overarching objectives and continually evaluate their progress based on tangible metrics.
5. Org Planning: Roadmaps, Quarterly Planning
Roadmaps and quarterly planning sessions enable organisations to navigate their Agile journey with purpose. By outlining the trajectory of initiatives and identifying milestones, teams can maintain focus and adapt to changes more effectively.
6. Org Design: Structure
The structure of an organisation plays a pivotal role in enabling Agile practices. Flat hierarchies and cross-functional teams foster collaboration and minimise communication barriers, enhancing the overall agility of the organisation.
Being Agile: Get ready...this is where the magic happens, but wait … are there really over 30 steps here? Yes, it’s way harder to be agile rather than simply doing it!
1. Agile Leadership:
At the heart of a successful Agile transformation lies Agile leadership. Leaders must embrace and exemplify Agile values, steering their teams toward collaboration, transparency, and continuous improvement.
2. Business Agility over Agility:
A key tenet of being Agile is prioritising business agility over a rigid adherence to Agile practices. This entails aligning Agile efforts with business outcomes and adjusting practices as needed to achieve strategic goals.
3. Value over Productivity:
Rather than focusing solely on productivity metrics, Agile organisations prioritise delivering value to customers. This shift in perspective ensures that efforts are channeled toward meeting customer needs and creating meaningful impact.
4. Flexibility over Forcing:
Agility thrives when flexibility prevails over rigid enforcement. Organisations should recognise that the "who" and "how" of Agile adoption may vary, embracing a tailored approach that suits their unique context.
5. Transparency over Secrecy:
Open and transparent communication fosters trust among team members. Sharing information, challenges, and progress openly enables collective problem-solving and better decision-making.
6. Persistent over Project:
Embracing a persistency mindset, where efforts are ongoing rather than tied to projects, enables sustainable value delivery. This approach extends to funding and team structures, ensuring continuous improvement.
7. Shift Risk Left and Simplify:
By addressing potential risks early in the process and simplifying governance procedures, organisations reduce the chances of encountering obstacles that could hinder Agile progress.
8. Culture:
Cultivating an Agile culture involves fostering an environment of collaboration, experimentation, and continuous learning. Quick feedback loops allow for timely adjustments, and small-scale approaches minimise risk.
9. Quick Feedback Loops:
Regular feedback loops are the lifeblood of Agile. Soliciting feedback from customers, team members, and stakeholders helps identify areas for improvement and ensures alignment with expectations.
10. Small everything:
Choosing smaller units of work, such as smaller teams and shorter project cycles, mitigates risk and accelerates the pace of learning and improvement.
11. Experiments over fear of trying:
A culture of experimentation encourages teams to explore new ideas and innovative approaches. The freedom to experiment creates a fertile ground for growth and innovation.
12. Always Improving:
Agile organisations are characterised by their commitment to perpetual improvement. Learning from successes and failures alike drives innovation and keeps processes relevant.
13. Fun:
Injecting an element of fun into work environments fosters creativity, engagement, and a positive mindset. An Agile culture values enjoyment and enthusiasm in the pursuit of goals.
14. Think Big-Start Small-Learn Fast:
This three-fold approach aligns with Agile principles. Setting ambitious objectives (Think Big), starting with manageable tasks (Start Small), and embracing a culture of rapid learning (Learn Fast) ensures sustained progress.
15. The nature of Work:
Acknowledging the unpredictable nature of work is a fundamental aspect of being Agile. Prioritising outcomes over outputs shifts the focus toward delivering meaningful results.
16. Outcomes over Outputs:
An Agile mindset pivots the focus from completing tasks to achieving desired outcomes. This shift aligns teams with customer needs and encourages innovative problem-solving.
17. Relentless Prioritisation & Focus:
The Agile mantra of relentless prioritisation ensures that efforts are consistently directed toward the most valuable and impactful activities. Once we have prioritised what matters allow the teams to focus on that work – stop starting, start finishing work!
18. Learn by Doing:
Rather than relying solely on extensive planning, Agile organisations emphasise learning through action. Experiencing and adapting in real-time drives better outcomes.
19. Respond to Change:
Flexibility in responding to change is central to Agile success. This adaptive approach allows organisations to pivot and adjust strategies as market conditions evolve.
20. Measurement:
Measuring what truly matters—such as quality, value, lead time, and throughput—provides actionable insights and guides decision-making.
21. People over everything:
Agile organisations value their people as a primary asset. Networks replace rigid hierarchies, cross-functional collaboration fosters innovation, and self-management empowers team members.
22. Network over Hierarchy:
Flattening organisational structures by emphasising networks over traditional hierarchies promotes collaboration and knowledge sharing.
23. Self-Management:
Empowering teams with self-management authority encourages ownership, accountability, and a sense of autonomy.
24. People-Centric Approach:
Placing people at the heart of the organisation, focusing on their happiness, engagement, psychological safety, and growth, creates an environment conducive to high performance.
25. Collective Performance and Pay:
Encouraging team and organisation performance over individual contributions enhances problem-solving and creativity within and across teams and departments. Removing the link between individual performance and bonus payments further cements this. Try continuous informal feedback rather than formal annual reviews.
26. Growth Mindset:
Cultivating a growth mindset over a fixed mindset, characterised by a willingness to learn and adapt, fosters innovation and continuous improvement. With a growth mindeset we see things like challenges, failure and feedback as things we can learn from, and have a belief and confidence to try new things.
27. Leaders:
Leaders play a pivotal role in supporting any Agile transformation. Their mindset, self-awareness, willingness to unlearn, and alignment with Agile values set the tone for success.
28. Leadership Mindset:
Agile leaders understand their own values, beliefs, needs and assumptions that underpin their actions and behaviours. Does that mindset help or hinder Agile ways of working? How well do they set an example for their teams in how they are showing up as leaders?
29. Self Awareness:
Effective leadership involves self-awareness, particularly during challenging situations. Leaders who act, do, and communicate authentically maintain their team's trust. Are they aware of the impact of the things they do and say as a leader, of how they feel and how they make others feel?
30. Unlearning:
Agile leaders must be willing to unlearn old habits and practices that hinder Agile adoption, making room for new, effective approaches. They need to then help and support thier teams to do the same.
31. Alignment:
Agile leaders align their teams with the organisation's overarching goals while granting autonomy to execute effectively. They also need to have alignment with each other on why the organisation wants to be agile, and on how the organisation will become more alige.
32. Agile Approach:
Leaders must embody Agile principles in their approach to the agile transformation itself, demonstrating flexibility, openness to change, and a commitment to continuous improvement.
In conclusion, Agile is more than just a set of frameworks; it's a comprehensive mindset that transforms how organisations operate and deliver value. By embracing both the "Doing Agile" practices and the "Being Agile" mindset, organisations can navigate the complexities of the modern business landscape with adaptability, collaboration, and continuous improvement at their core. Through Agile leadership, value-driven practices, and a people-centric approach, organisations can achieve sustainable success in an ever-changing world.
Doing Agile: 6 steps are all that we need
1. Tools: Jira, Azure DevOps, Monday.com etc
Central to Doing Agile is the use of effective tools that streamline processes and enhance collaboration. They serve as the cornerstone for managing tasks, backlogs, and progress tracking. Their robust capabilities ensure that teams remain aligned and informed throughout the project lifecycle.
2. Way of Working: Scrum, Sprints, Standups
Implementing Agile involves adopting a well-defined way of working. The Scrum framework, characterised by iterative cycles known as sprints, empowers teams to deliver incremental value. Daily standups promote transparency, enabling teams to share progress, challenges, and align on priorities.
3. Process/Policy: Governance and Controls
To strike a balance between flexibility and structure, organisations should establish effective governance and controls. This ensures that Agile practices align with broader organisational goals, while still allowing teams the autonomy to make informed decisions within the defined framework.
4. Org Strategy: Outcomes, Measures
An Agile organisation places emphasis on defining clear outcomes and measures of success. This strategic approach allows teams to align their efforts with overarching objectives and continually evaluate their progress based on tangible metrics.
5. Org Planning: Roadmaps, Quarterly Planning
Roadmaps and quarterly planning sessions enable organisations to navigate their Agile journey with purpose. By outlining the trajectory of initiatives and identifying milestones, teams can maintain focus and adapt to changes more effectively.
6. Org Design: Structure
The structure of an organisation plays a pivotal role in enabling Agile practices. Flat hierarchies and cross-functional teams foster collaboration and minimise communication barriers, enhancing the overall agility of the organisation.
Being Agile: Get ready...this is where the magic happens, but wait … are there really over 30 steps here? Yes, it’s way harder to be agile rather than simply doing it!
1. Agile Leadership:
At the heart of a successful Agile transformation lies Agile leadership. Leaders must embrace and exemplify Agile values, steering their teams toward collaboration, transparency, and continuous improvement.
2. Business Agility over Agility:
A key tenet of being Agile is prioritising business agility over a rigid adherence to Agile practices. This entails aligning Agile efforts with business outcomes and adjusting practices as needed to achieve strategic goals.
3. Value over Productivity:
Rather than focusing solely on productivity metrics, Agile organisations prioritise delivering value to customers. This shift in perspective ensures that efforts are channeled toward meeting customer needs and creating meaningful impact.
4. Flexibility over Forcing:
Agility thrives when flexibility prevails over rigid enforcement. Organisations should recognise that the "who" and "how" of Agile adoption may vary, embracing a tailored approach that suits their unique context.
5. Transparency over Secrecy:
Open and transparent communication fosters trust among team members. Sharing information, challenges, and progress openly enables collective problem-solving and better decision-making.
6. Persistent over Project:
Embracing a persistency mindset, where efforts are ongoing rather than tied to projects, enables sustainable value delivery. This approach extends to funding and team structures, ensuring continuous improvement.
7. Shift Risk Left and Simplify:
By addressing potential risks early in the process and simplifying governance procedures, organisations reduce the chances of encountering obstacles that could hinder Agile progress.
8. Culture:
Cultivating an Agile culture involves fostering an environment of collaboration, experimentation, and continuous learning. Quick feedback loops allow for timely adjustments, and small-scale approaches minimise risk.
9. Quick Feedback Loops:
Regular feedback loops are the lifeblood of Agile. Soliciting feedback from customers, team members, and stakeholders helps identify areas for improvement and ensures alignment with expectations.
10. Small everything:
Choosing smaller units of work, such as smaller teams and shorter project cycles, mitigates risk and accelerates the pace of learning and improvement.
11. Experiments over fear of trying:
A culture of experimentation encourages teams to explore new ideas and innovative approaches. The freedom to experiment creates a fertile ground for growth and innovation.
12. Always Improving:
Agile organisations are characterised by their commitment to perpetual improvement. Learning from successes and failures alike drives innovation and keeps processes relevant.
13. Fun:
Injecting an element of fun into work environments fosters creativity, engagement, and a positive mindset. An Agile culture values enjoyment and enthusiasm in the pursuit of goals.
14. Think Big-Start Small-Learn Fast:
This three-fold approach aligns with Agile principles. Setting ambitious objectives (Think Big), starting with manageable tasks (Start Small), and embracing a culture of rapid learning (Learn Fast) ensures sustained progress.
15. The nature of Work:
Acknowledging the unpredictable nature of work is a fundamental aspect of being Agile. Prioritising outcomes over outputs shifts the focus toward delivering meaningful results.
16. Outcomes over Outputs:
An Agile mindset pivots the focus from completing tasks to achieving desired outcomes. This shift aligns teams with customer needs and encourages innovative problem-solving.
17. Relentless Prioritisation & Focus:
The Agile mantra of relentless prioritisation ensures that efforts are consistently directed toward the most valuable and impactful activities. Once we have prioritised what matters allow the teams to focus on that work – stop starting, start finishing work!
18. Learn by Doing:
Rather than relying solely on extensive planning, Agile organisations emphasise learning through action. Experiencing and adapting in real-time drives better outcomes.
19. Respond to Change:
Flexibility in responding to change is central to Agile success. This adaptive approach allows organisations to pivot and adjust strategies as market conditions evolve.
20. Measurement:
Measuring what truly matters—such as quality, value, lead time, and throughput—provides actionable insights and guides decision-making.
21. People over everything:
Agile organisations value their people as a primary asset. Networks replace rigid hierarchies, cross-functional collaboration fosters innovation, and self-management empowers team members.
22. Network over Hierarchy:
Flattening organisational structures by emphasising networks over traditional hierarchies promotes collaboration and knowledge sharing.
23. Self-Management:
Empowering teams with self-management authority encourages ownership, accountability, and a sense of autonomy.
24. People-Centric Approach:
Placing people at the heart of the organisation, focusing on their happiness, engagement, psychological safety, and growth, creates an environment conducive to high performance.
25. Collective Performance and Pay:
Encouraging team and organisation performance over individual contributions enhances problem-solving and creativity within and across teams and departments. Removing the link between individual performance and bonus payments further cements this. Try continuous informal feedback rather than formal annual reviews.
26. Growth Mindset:
Cultivating a growth mindset over a fixed mindset, characterised by a willingness to learn and adapt, fosters innovation and continuous improvement. With a growth mindeset we see things like challenges, failure and feedback as things we can learn from, and have a belief and confidence to try new things.
27. Leaders:
Leaders play a pivotal role in supporting any Agile transformation. Their mindset, self-awareness, willingness to unlearn, and alignment with Agile values set the tone for success.
28. Leadership Mindset:
Agile leaders understand their own values, beliefs, needs and assumptions that underpin their actions and behaviours. Does that mindset help or hinder Agile ways of working? How well do they set an example for their teams in how they are showing up as leaders?
29. Self Awareness:
Effective leadership involves self-awareness, particularly during challenging situations. Leaders who act, do, and communicate authentically maintain their team's trust. Are they aware of the impact of the things they do and say as a leader, of how they feel and how they make others feel?
30. Unlearning:
Agile leaders must be willing to unlearn old habits and practices that hinder Agile adoption, making room for new, effective approaches. They need to then help and support thier teams to do the same.
31. Alignment:
Agile leaders align their teams with the organisation's overarching goals while granting autonomy to execute effectively. They also need to have alignment with each other on why the organisation wants to be agile, and on how the organisation will become more alige.
32. Agile Approach:
Leaders must embody Agile principles in their approach to the agile transformation itself, demonstrating flexibility, openness to change, and a commitment to continuous improvement.
In conclusion, Agile is more than just a set of frameworks; it's a comprehensive mindset that transforms how organisations operate and deliver value. By embracing both the "Doing Agile" practices and the "Being Agile" mindset, organisations can navigate the complexities of the modern business landscape with adaptability, collaboration, and continuous improvement at their core. Through Agile leadership, value-driven practices, and a people-centric approach, organisations can achieve sustainable success in an ever-changing world.
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