![]() They must also understand how people feel and how central and/or deep emotions run in order to build the right culture. Our client’s leaders must understand how collective beliefs create relationships, culture and systems (and vice versa). Helping our client move from a non-agile to an agile environment will require a significant change in the DNA of their organisation. Organisational Culture & Relationship: working with our clients on the fundamental principles of agile, such as collaboration, sharing, transparency and accountability, is fundamental in this quadrant.Here we will work with our clients on elements such as organisational policies, organisation chart, systems, workflows, how initiatives and structures are funded, governance model, etc. For agility at scale for our clients to be possible, they will need to design their structures and systems to be flexible and optimised towards value creation. In other words, they can limit or enhance how adaptable the organisation can be in the face of significant change or to achieve significant organisational agility. Organisational Architecture: the structures and environments that our client creates for work can limit or enhance the culture and mindset.Practices & Behaviour: because the way we develop products has evolved so much, and because there are many types of users, different types of organisations and different perspectives of what “value” means, addressing how we evolve the way we design and build products (software product, generally) is an important factor to consider in this quadrant. In fact, the practices and behaviours we follow to develop products and innovate is the main element of this quadrant.Here we will work with aspects such as intentions, values, feelings, emotions, and more generically, people’s mindset and inner experiences. Our client’s leaders cannot delegate this level of change. Leadership & Mindset: for agile transformation to succeed, there is nothing more important than leadership.To this end, we will work on adaptability under our integral approach to agile transformation, which means that we will approach the client from various perspectives, achieving an integral evolution in the 4 quadrants indicated below, according to the different levels of maturity. Rather, their goal is to achieve broad organisational agility, enabling them as an organisation to have the adaptability and flexibility to meet their market and an ever-changing technology environment and ultimately to have the ability to get ahead in that environment. By “transform”, we mean that the client needs to go beyond just team agility. With our Lean Enterprise Agility solution we co-create and co-lead the client’s efforts to transform the way they work as an organisation. Poor visibility and synchronisation across the entire organisational structure.Focusing primarily on agile practices, neglecting the mindset and associated behaviours, such as the lack of empowerment of key roles to take responsibility for real-time decision-making in their area.Insufficient management support and leadership to drive transformation in the organisation.In our experience, the main problems and obstacles that organisations face when they try to scale agility beyond the team level can be summarised as follows:
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