In my projects we often talk about agility and a lot of efforts are taken to initiate tons of new activities. At first people are excited and expectations from the management are high. The teams try to achieve more in less time and are rushing forward. After a while, a cloudy feeling starts to emerge - is this it? Exhaustion arises and with that frustration: what is exactly different from what we did before?
In my eyes, two fundamental questions are not answered often enough.
Why do we need to become agile?
And what does agility really mean?
Today, our business and organisational context is getting more uncertain and more complex. In order to strive and become stronger in this environment, we need to be able to constantly find new solutions. Solutions that bring value to the business, bring value to our customers. At the same time, we can't wait for the perfect solution. We need to share early prototypes and establish an early feedback. They need to be short because everyone is constantly confronted with new challenges and opportunities; the people around us evolve, and we need to evolve as well. Velocity matters! Do we need to run faster? Or do we need to run smarter?
Ok, we know the Why. And how can we get there? Some people come up with great frameworks, activities, templates and say, that is what we need to become agile. In my experience, while these tools are supporting the journey, I see that it is more important to bring people back to the foundational principles of agility.
First, we need to go deep and understand the needs and challenges of our customers, understand how we can create value for our customers. In order to do this we need to interact with them with empathy and compassion; getting close to them. Co-create the solution they need - beyond their initial wants.
Based on this and based on our values, each team, each department, each company requires a purpose, a vision, a collective dream that guides every person in the organisation in what they need to focus on in their daily work. This big picture objective should be specific, tangible, ambitious and created from within.
When we are dealing with complexity, can we simply focus on our own territory? Act in our own silo and let the others deal with their own? In my experience, improving the way people work together across silos has a significant impact on the results of the individual silo and the entire company. And this collaboration starts with the cultivation of good relationships; they will establish trust and build the foundation for efficiency.
An important barrier to velocity is trying to be perfect. This will delay delivery and prevent early feedback-cycles. Potentially we are wasting efforts on work that are not related to creating value for the customer and the company. Instead, if you have an idea, an early draft of a solution, give it a try! Experiment. In case that solution was wrong, then at least you know it, you got early feedback and guidance on how to create more value. Build - Measure - Learn. Be curious what other people, especially your customers, will say about your idea.
Cultivating agility in your team is a journey which will take a few months to get established. Be patient until you can harvest the benefits. Stay true to the principles and enjoy the ride.
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.