{"id":5026,"date":"2020-10-21T16:48:27","date_gmt":"2020-10-21T14:48:27","guid":{"rendered":"https:\/\/netsurit.com\/en-za\/?p=2453"},"modified":"2020-10-21T16:48:27","modified_gmt":"2020-10-21T14:48:27","slug":"being-agile-about-agility","status":"publish","type":"post","link":"https:\/\/netsurit.com\/en-za\/being-agile-about-agility\/","title":{"rendered":"Being agile about agility"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><em>Leaders need to accept that business agility will be critical in the<br> post-pandemic world<br> <\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Forget\ndeep technical competencies for the moment. The new essential organisational capabilities\n\u2013 at least until the pandemic is over \u2013 are flexibility (to be able to switch\ndirection), innovation (to meet fresh challenges in new ways), agility (to\nrapidly respond to changing requirements), and resilience (to sustain the\norganisation through difficult times).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Let\u2019s\nfocus on agility. Agility involves more than setting up a few teams and telling\nthem to do things quickly. There are skills to develop and tools to prepare, of\ncourse, but agility is not about tools, techniques, and teams. Instead, it is\nabout the leaders and managers of the organisation \u2013 that\u2019s where agile\ninitiatives succeed or fail.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">However,\nthe apparent success of agility in many organisations may be a negative thing: it\nlooks easy and logical and is such an obvious choice that many executives miss\nits downsides. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Let\u2019s\nlook at the upsides first. The benefits of an agile approach are clear:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Rapid response to changing customer requirements \u2013\nbetter product quality<\/li><li>Customer intimacy \u2013 high customer satisfaction<\/li><li>High team morale \u2013 self-managed teams<\/li><li>Increased collaboration \u2013 cross-functional teams<\/li><li>Fit for purpose teams \u2013 focused on results, not\noutputs<\/li><li>Performance visibility \u2013 short feedback and\nmeasurement cycles<\/li><li>Reduced risk \u2013 Incremental successes and failures\nprovide risk-reducing options<\/li><li>Reduced investment \u2013 Incremental investment in what\nworks<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">This\nlist could prompt executives to rush to agile at scale, but there are downsides\ntoo: <\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>\u201cIndefinite projects\u201d where the outcome is, as yet,\nunknown \u2013 time and costs are also unpredictable<\/li><li>Skill-dependent teams \u2013 agile requires a higher level\nof skills and decision-making from individuals<\/li><li>Neglect of documentation \u2013 self-documenting processes\nmust be implemented<\/li><li>Financing in increments is not easy \u2013 most GAAP\npractices are based on annual cycles<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Nevertheless,\nexecutives may suggest that the pros outweigh the cons, but the Project\nManagement Institute (PMI) reports that 44% of projects are predictive\n(waterfall) in nature, and only 30% are agile, while the rest are hybrid. This\nsuggests that there are many projects, indeed many functions, within an organisation\nthat would not benefit from a purely agile approach.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Predictive\nprojects (and functions) are appropriate where:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>There is a sequential workflow, and where a specific\noutcome is needed<\/li><li>The expected results are predictable and well-defined<\/li><li>Processes and results are highly regulated, such as in\npharmaceuticals, engineering, and some manufacturing<\/li><li>Customers play a limited role in the outcome<\/li><li>Intensive documentation is needed<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Most\norganisations have predictive and regulated operations, but there will be some functions\nand projects that can benefit from an agile approach \u2013 the trick is to separate\nthem. Neither will the predictive\/agile split be a clean one \u2013 there will be flavours\nof each in all departments. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Perhaps\nthe approach to adopt is a \u201ctest and refine\u201d route, as a way of analysing which\nfunctions could be moved to agile, and which should remain within the\ntraditional sequential and linear command structure. The test and refine\napproach is an agile technique, and the first step is to adopt agile thinking\nin the leadership team.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A\nquick review: <\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>An agile team works closely with\ncustomers. <\/li><li>The teams break large and complex\nproblems into separate components. <\/li><li>They devise solutions for each\ncomponent by rapidly prototyping and testing and refining their solution with\ncustomers. <\/li><li>The feedback from their customers\nis included in the next cycle, and eventually, the separate solutions are\ncombined into a logical outcome.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">When\nleaders adopt agile thinking, they regard various parts of the organisation as\ntheir customer. Organisations are more successful where their agile leadership\nteam takes a hands-on and collaborative approach to organisational change. They\nconsult with their internal customers, develop prototype solutions, test them,\nand solicit feedback \u2013 all in short cycles. They concentrate on removing\nconstraints rather than delegating tasks. They focus on staff satisfaction and\non results rather than controls and bureaucracy. Finally, they become agile advocates,\nrather than micro-managers.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A leadership\nteam that has adopted agile thinking will be first to recognise that the final\noutcome cannot be predicted. They don\u2019t know how many agile teams will result\nfrom their efforts, nor do they know which department will be fully agile, and\nwhich will adopt a hybrid approach. Neither will they know what bureaucratic\nand governance roadblocks will be thrown up or uncovered. But because this team\nhas the power to make decisions and change things, their potential to implement\nagility successfully is much greater than ordinary agile teams. <\/p>\n","protected":false},"excerpt":{"rendered":"<p>Forget deep technical competencies for the moment. The new essential organisational capabilities \u2013 at least until the pandemic is over \u2013 are flexibility (to be able to switch direction), <\/p>\n","protected":false},"author":16,"featured_media":7547,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"nf_dc_page":"","content-type":"","footnotes":""},"categories":[21],"tags":[],"class_list":["post-5026","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 5.0.0.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"Forget deep technical competencies for the moment. 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