tech·nic·al·ly agile

There is no “do agile” there is only “be agile”

Discover why true agility is about being, not just doing. Embrace deep organizational change for lasting value in your agile journey. Learn more!

Published on
3 minute read
Image
https://nkdagility.com/resources/QIFsyx_OqLG

I commented on Scrum is hard to adopt and disruptive to your organisation  before and I think that for most companies this is just beyond their comprehension. They are fundamentally misunderstanding agile and trying to do agile rather than be agile.

There are no trainings or certifications  or even processes that can provide you with that understanding There is nothing but deep organisational change and hard work that can create that lean-agile way of doing thins that provides many companies with so much value.

If you want to be agile you will need to embrace:

-from Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum 

I do not believe that is it possible to sell a company agile, they must come to the realisation of what it entails themselves. Oh, you can introduce them to many of the practices and encourage them to experiment. You can teach individuals TDD and other test first methods but all you are doing is priming the pan and creating an environment where that spark of agility can smoulder. Then they will come to you.

I was recently contacted by a customer that I have worked with before  to help them become more…well.. agile. They feel that they have a good understanding of the mechanics of Scrum and they they are gaining value at the team level, but they want more. They want to realise the greater organisational reality of agility and not just follow the rules.

In short they want to Build people, then products.

There are a great many thing that we can look at but until I can ‘go see’ how folks are working there is no way I can have any idea of a plan. I can however imply that there are some things that while not constants are good bets to look at and for:

If we can get some amount of time onsite to investigate and work on some of these things then that would make me happy. I am really looking forward to seeing how they have been getting on and how many of the issues we identified in the last engagement have changed.

Here is looking forward to future collaboration and experimentation.

People and Process Agile Project Management Organisational Agility Agile Philosophy Agile Transformation Software Development Pragmatic Thinking Agile Values and Principles Agile Strategy Business Agility
Comments

Related blog posts

Related videos

Connect with Martin Hinshelwood

If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.

Our Happy Clients​

We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.​

Big Data for Humans Logo
New Signature Logo
Emerson Process Management Logo
Lean SA Logo
Deliotte Logo
MacDonald Humfrey (Automation) Ltd. Logo
Teleplan Logo
Higher Education Statistics Agency Logo
Trayport Logo
Schlumberger Logo
Flowmaster (a Mentor Graphics Company) Logo
Akaditi Logo
Brandes Investment Partners L.P. Logo
Capita Secure Information Solutions Ltd Logo
Freadom Logo
SuperControl Logo
Microsoft Logo
Hubtel Ghana Logo
Washington Department of Enterprise Services Logo
Ghana Police Service Logo
Nottingham County Council Logo
Royal Air Force Logo
New Hampshire Supreme Court Logo
Washington Department of Transport Logo
Flowmaster (a Mentor Graphics Company) Logo
Graham & Brown Logo
Kongsberg Maritime Logo
Ericson Logo
Brandes Investment Partners L.P. Logo
Healthgrades Logo