Experience shows that agile organisations can adapt quickly and flexibly to customer requirements and market changes. Most companies would say they are agile. In many cases, though, they only have agile frameworks for their organisational structures – processes, roles and responsibilities. And the benefits promised by the self-appointed agile gurus never materialise because they don’t understand agile principles, and they haven’t established and internalised them in the organisation.
An agile transformation can only be successful if the technical, organisational and cultural requirements are met. The cross-silo development of products and services, including direct customer feedback, is a must. Otherwise the new organisation will continue to be a latter-day Potemkin village.
Project
Our team, including certified Agile Professionals, provided agile training throughout the organisation, from C-level management teams (approx. 7-9 participants) to the entire workforce (approx. 2000 participants).
There are many elements to agile, such as architecture, collaboration and communication between business and IT, and the coexistence of communities with different mind-sets. It’s always a good idea to adapt agile processes to the organisation’s specific requirements according to the motto of ‘Be agile when introducing agile!’