Getting Out of “Agile”– and Finding True Agility
The Agile movement is in decline. And Agile methods, particularly the frameworks, have been disappointing in terms of their ability to create true agility within organizations. We have written extensively about why that is (e.g. here, here, here, here, here…), and what the true generators of agility are.
But what should you do if you want to move forward? Agility is more important now than ever; but if not “Agile”, then what? And AI has to be a big part of the mix: an agility strategy must be aligned with and directly support shifts toward AI.
Agile 2 Academy has successfully helped organizations to move on from “Agile”, and thereby increase their actual agility – while growing their AI use and offerings.
Agile 2 Academy has successfully helped organizations to move on from “Agile”, and thereby increase their actual agility – while they are simultaneously growing their AI use and offerings.
The key is to focus on learning and outcomes.
And remove the handcuffs that “Agile frameworks” and “Agile roles” have created.
It’s not that those frameworks or roles are “bad” – it is that they are too constraining. They should be treated as ideas, not templates to follow. You need to design your own organization – not follow someone else’s pattern. Here’s how to shift to create a true learning organization that has true agility and that is organic in how it innovates.
A Program to Shift Thinking, by Doing
Organizations need a methodical approach. The dilemma is that there is not a “process” for being agile that people can just copy. They have to learn things – including new behaviors. But it is possible to scope and plan that. And if you add measurement, then you have a system for which you can show a return on investment.
That’s what the Constructive Agility approach is. It is a developmental learning program, supported by a system that includes powerful dashboards that show how your people are improving and how outcomes are improving. We call the supporting system the Constructive Agility System. It consists of the learning content and the assessment tools.
The learning approach is developmental: it consists of online courseware and live workshops in which people apply what they have learned, using both fictitious and actual problems taken from their work. These workshops are facilitated by a live instructor who has deep and broad personal experience in leadership and accountability, as well as knowledge of our course material.
Measurement Is Essential
Learning without assessment is useless. That’s why effective instruction includes tests, term papers, projects, and internships.
But one must measure the right things.
Individual teams and product groups need to set their own objectives that align with higher objectives
The Constructive Agility System dashboard includes both leading and trailing metrics. Leading metrics are behavioral: they are about what people are doing and how they are doing it. For example, are we managing our data? Are we learning new things? Are developers talking to designers?
Trailing metrics are about outcomes: are we actually reducing our cycle time? Our incidents? Having fewer but more effective meetings? Being able to focus? Are we succeeding in managing our dependencies?
Also, while these metrics are important, individual teams and product groups need to set their own objectives that align with higher objectives, and to do that, they have to understand what matters most at that time – the “one metric that matters”. Getting to a point at which teams can manage their own objectives is a major focus of the developmental training that we provide.
Changing From Non-Accountable “Agile” Roles to Accountable Leadership Roles
People in “Agile” roles such as Scrum Master and Agile coach are not accountable. A Scrum Master is not responsible for delivery: the “team” is. And an Agile coach is not responsible either: they are, in effect, an advisor. What a nice gig, to not be responsible for results!
People in “Agile” roles have potential, but in order to use them more effectively and give them real responsibility, it is necessary to upskill them – to turn them into more well-rounded leaders.
That is not their fault: the fault is in the narratives promoted by the Agile frameworks that defined those roles. In fact, a lot of the people in those roles are great people: they would rise to the occasion if given a chance. But before making a Scrum Master or Agile coach a supervisor or manager, you need to be sure that they can handle it. Most of them cannot, because they have not been developed: they have not had accountability. In addition, their role did not require them to actually understand the work: a lot of Scrum Master and Agile coaches have Agile framework certifications, but do not have much experience actually developing products. Some do, but a lot of them do not.
So they have potential, but in order to use them more effectively and give them real responsibility, it is necessary to upskill them – to turn them into more well-rounded leaders. That’s where our program comes in.
We have helped companies to develop people in Agile roles into management track people who want to have responsibility and accountability. Not everyone can make the shift, but in our experience, most can and want to. In fact, in workshops we have run, most Agile coaches complained about their lack of accountability!
Take the Next Step
Our program begins with discussion with leaders who want to shift their organization to one that is more nimble, and achieve the agility that the frameworks promised. They have realized that it’s about people – not process. Process matters, but behavioral change needs to start with people, and if you make the people more engaged, they will design the processes that they need.
Discussion is usually focused on current goals and views on what factors are in the way. That is usually followed by a survey and some focus groups that span several levels of the organization. Those activities generate a lot of data that deeply informs a followup discussion with leaders, and ultimately a decision on specific goals and a scope to begin with. At that point we make concrete plans and begin for real.
Reach out – we would love to answer questions about what is possible and how we can help you to achieve it!
