When we think of the Agile Mindset, it’s clear that we are not talking about tools, techniques, methods, processes, or ceremonies; It’s about people and leveraging people strength.
Often enterprise agile transformation to agile project are interpreted with tools and engineering techniques and lose site of the values and principles and developing the greatest asset of organization – Human resource.
I believe the foundation of organization with agile mindset organizations is driven by:
In simplistic way the agile values can be summarized as:
“if you are spending negotiating on tools such as Atlassian Jira or Microsoft VSO , Baselining SAD, Change Requests, contract negotiation, Project Plan update every day than chances are that you are NOT spending enough time with people”.
Make no mistake – “Tools, technology, documentation and plans are necessary but it does not leverage the strengths or deal with the daily challenges that your marketing colleagues, point of sales representatives, Front of house and back of house teams, managers and executives face.
In my views out of 12 Agile Principles 8 of them focus on customers & teams – the actual people doing the work and the people receiving the deliverable or value.
To satisfy the customer and add value to them and to embrace change for customer competitive advantage, business and delivery teams must work closely and collaboratively together daily.
Building projects around motivated individuals that inspire teams to think solving real customer problems with face to face conversation is the most effective form of communication and adding value to organization.
With lean thinking – maintaining a constant sustainable pace of work is critical for all parties involved, self-organizing teams make awesome stuff, teams learn best by reflection and organization elasticity is developed and sustained when ownership and accountability are driven by each member working as a leader.
Few questions for you:
Undoubtedly it is possible to have a committed and engaged workforce — it starts with productive relationships. You need to know the strengths and performance gaps of your people besides your own and workforce priorities. Question is how do you identify when you deal with multiple moving parts – organization is in flux and market conditions are constantly changing?
We all know that Change is constant in today’s workplace and change communication focus on engaging people in the process. Have you engaged and discussed with your people about what is important for the organization from their perspective and how to channel people values and synergy to achieve organization and individual goals?
To serve whom your organization exist? Stakeholder or shareholders? Balancing both in changing market dynamics adding complexities to both organic and inorganic growth. Who should be served first stakeholders or shareholders?
To improve employee performance, you need to understand your employees. But how do you identify and tap into the needs and preferences of different people? How do you shift behaviours to match individual, team and organizational culture and goals?
Finally the most important question to ask is, “What are we/you doing to answer all these questions?”
Have we started dialogue with our most important asset – people? The conversation will results is an opportunity to introduce mechanism of powerful learning, address symptoms, departmental concerns and also establish indispensable resource to the inclusion into leadership team.