Implementing agile is not just about implementing a new process. It's not just about new tools, language, and a few new conversations. The key is to change the mindset to become value-based.
Many areas, including product, service and software development, have accelerated and require an innovative approach with a quick response to change. Planning ahead and delivering on schedule in these areas provides a false sense of security and makes it difficult to keep up with changes.
The lean-agile mindset puts value at the center, organizes around it, and continuously improves its internal processes.
Change requires change at all three levels of the organization: strategy, management, and delivery teams. If any one is missing, it will not function properly.
It starts with the strategic level, not surprisingly. According to Albert Einstein, "Example is not one way of teaching, it is the only way." We follow our leaders, so this level is especially important. You need to be able to define value, through a clear strategy that everyone understands. Prioritize business needs along these lines, focusing on customer satisfaction rather than annual revenue and profit. There should be room for innovation, and don't be afraid of the failures that may come with it.
Management is the second level, the most important thing is not to focus on the short term. We should not immediately wish for positive results without sacrifices. The transition is not fast, we do not see the benefits immediately. It takes time for cross-functional team members to learn across disciplines, and innovation requires a safe environment where failure is seen as an opportunity to learn. Conflict resolution, and the message that agile operations are truly important, is fully supported. From implementing technical needs to removing obstacles to changing processes, improving the entire value stream.
At the team level, the most important thing is that they want this change. They should be able to work together, as a team. They should be open to learning so that they can become cross-functional. Last but not least, taking responsibility. This has never been so necessary at this level. From now on, what the team undertakes must be delivered responsibly. When improving processes, identify obstacles and provide specific suggestions to management.
Persistence and commitment are necessary at all three levels, but the reward will be a flexible organization capable of handling constant change, and this adaptability is the key to survival and long-term success.