Transformation & Agile Management
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Organizations do not become agile because they enjoy it, but rather because they are forced to do so by exogenous and endogenous factors. In order to reap the benefits of agile forms of organization, multidimensional measures are required for which we can offer support from a single source. Why do we do this? We have been working in agile team structures for years and have successfully applied the corresponding principles. We create and configure entire agile ecosystems in the area of collaboration on a cultural, organizational and systemic level. This has taught us what works and what doesn't. Even though we are still learning, we can still pass on our knowledge. Our experts have proven experience and take on various roles in agile organizational structures.
Drivers of agilisation
Why companies need to become more agile is obvious. External influences from customer needs, technological change, market shifts, increasing competitive pressure or tighter regulation require more responsiveness, all with greater volatility and increasing speed. Internally, companies are confronted with the increasing complexity of digitally transforming their business value. Organisational systems must bow to external and internal pressures or they will become ineffective, inefficient and eventually obsolete. This does not only refer to the IT-related areas, but to all levels of the company.
Dimensions for agile transformation
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Culture and man
Although the importance of a strong corporate culture has been stressed for decades, in agile network organisations it is not only important but a prerequisite. It is precisely in organisational transformation that weaknesses come to light. It is important to put people at the centre and involve them in the change. Management systems must take the requirements of an agile organisation into account. That is why we rely on the OKR method. Accordingly, we offer coaching services, systems and training.
Structures, methods and processes
By structures we mean necessary moments of order that affect teams in the horizontal sense and company levels in the vertical sense. There are now more or less widespread and comprehensive frameworks and standards in this area. But whether SAFe, LESS, Lean, Scrum or Kanban, one has to find out what works for the respective organisation and what does not. The focus should be on continuous improvement and not necessarily on method fidelity. Here we see the step-by-step but ongoing introduction as essential. We are of the opinion that you do not have to destroy well-functioning management systems and organisational areas for the sake of change: rather, in many cases, skilful integration leads to success.
Tools, technology and systems
Holocratic, agile and self-organising organisational forms need well-functioning system support in order to work effectively and efficiently. On the one hand, it concerns the support of the organisation, collaboration and leadership, on the other hand, the CI/CD pipeline must function as problem-free as possible. Here, one is dependent on a technology partner who understands the matter and has the corresponding technology know-how.
Agilisation process
Challenges in the introduction of agile forms of working
Adaptability within the company
Exogenous and endogenous factors affect companies in all sectors. Agile forms of work must be introduced to counteract these influences. However, this requires a certain degree of adaptability within the company. If this is lacking, the gap between the strategic and operational levels will widen, reducing the credibility of management.
Agile project management and philosophy
Agile is a project management method and a philosophy, but not a magic formula against all problems. The expectation that the introduction of agile project management will solve all problems rooted in the organisation can cause even more frustration if this expectation is not met.
Change as a difficult undertaking
In every company there are established processes and habits that are supported by the employees. In order for agile working methods to be implemented correctly and to have a positive effect, it is essential that employees are not only trained in agile methods, but also develop an understanding of the agile philosophy and know why agile process management was introduced in the first place. A cultural change is necessary.
The introduction of agile ways of working may be a critical success factor for the future viability of your company. However, it is important that agility generates added value. All beginnings are difficult and mistakes must be made. In particular, a lack of adaptability within the company can lead to change projects not reaching their target state, becoming bogged down or becoming significantly more expensive than planned. We will be happy to assist you with the introduction and guide you through any teething troubles.
Advantages of agile project management
Stronger customer loyalty
Since the agile project management method always involves the client in the decision-making process and execution, flexibility and adaptability are not lost. This ensures that the final product meets the client's requirements.
Identify risks early
Agile processes are more transparent than classic processes. This makes it easier to predict risks and plan accordingly to mitigate them. This ensures the smooth running of the project.
More flexibility
The implementation of agile processes brings more flexibility to the teams, as they work in smaller units and receive constant feedback. Because the agile way of working divides projects into short, manageable sprints, teams are given the opportunity to respond to changes at short notice.
Stronger teams
Agile teams organise and manage themselves, with limited team size. Therefore, the working groups have more autonomy in their decisions. Furthermore, agile teams come together frequently to talk about challenges and the state of affairs, which allows individual members to grow in their position.
The added value of agile project management
A major advantage of agile project management methods lies in the fact that added value is generated earlier compared to traditional methods. Roughly speaking, this can be explained by the way the planning is done. In agile project management methods, projects are not first fully elaborated and only implemented at the end; rather, partial solutions are realised from the beginning, so that the delivered added value increases linearly with the working time. During the entire project, the focus of the workers is therefore on short-term sub-goals. This results in a high level of commitment and engagement of the specific team, from the beginning to the end of the project.
Agile project management yes - but when?
Agile project management methods are particularly suitable for large and complex projects where the target state is not yet 100 percent clear. As described above, initial ideas are also implemented early on in large projects. As a result, mistakes are discovered early on and not just at the end. Furthermore, it is easier to respond to desired suggestions for improvements or changes from customers on an ongoing basis. As a rule of thumb, one can say: the more complex and larger a project is, and the more unclear the target state is, the more one should rely on agile forms of processing.
"The more complex and larger a project is, and the less clear the target state is, the more likely it is that agile forms of delivery should be used."
Marcel Hostettler, CEO linkyard consulting
