Agile teams traditionally excel when their members are co-located and the work is physically visualised on walls and boards: sticky notes all over the place. Since the COVID-19 virus hit us, the overall experience is that the switch to remote working on team-level was relatively easy. The clear rhythm and routines facilitated a smooth transition towards a distributed way-of-working. But what about the visualisation on corporate level in so-called Obeya’s? Can we also easily transition this into a digital variant?
An important driver for organizations to become an agile organization is the need to cope with fast changing external circumstances. This can be anything like new technology, new eco-platforms, new legislation, new competitor products etcetera. This implies that innovation is a key element in the strategy.
What the VUCA. Traditionally, organizations are often depicted as a pyramid. This then stands for a solid organization, powerful, stable, safe, robust. But are those still the ultimate characteristics that will make an organisation survive and thrive these days?
Now that the whole world is fighting against the impact of the COVID-19 virus, it is our professional assumption that organisations that are becoming quite mature in their continuous agile journey are better equipped to survive the crisis. Let me further elaborate.
Agility is a strategic asset, a philosophy that could really take leadership forward. It helps organizations to continue serving their purpose. Here’s some examples that show why organizational agility is important. Are you a rabbit or a leopard?
There was a time when programme management was regarded as an instrument of the non-agile world. This has caused a lot of uncertainty and a negative perception of agile ways-of-working in the professional community of programme managers. Programme managers could rightfully not understand how some of the complex change programmes they were working on could be handled without proper orchestration.
Working in a Lean/Agile way of working is not new anymore for a lot of organizations. Many best practices are available showing examples how the organization can benefit from working in an agile manner. But many of the bigger organizations with a potential of hundreds of autonomous teams struggle with the question how to scale the agile way of working in such a way that it works in their context. This article describes the concept of Aligned Autonomy as a way to help big organizations to fully benefit from agile ways of working.