Evolving your business requires time and effort, are you in?

In the early days of Agile, we saw organizations allow a small team, in an isolated experiment, to run a project in an Agile way, which mostly meant using Scrum. In most cases these teams had success and as word spread that small team experiments were yielding success there was a desire to understand how to scale this across a large organization.

The problem with this is that these small team experiments didn’t involve the organization changing, rather the agile team was given special dispensation to operate outside the normal operational confines that everyone else worked against. And by not changing operational processes as part of this experiment, organizations missed a critical input as to how they could scale agility across the organization.

What has transpired of course is all manner of frameworks that have attempted to fill a void that starts the organization off in the wrong place. You can’t scale your current operational model, the underlying inefficiencies, built-in bureaucracy, and management styles will preclude having any success.

To have any chance of success in developing operational agility, and accountability, you must reimagine the entire organization, how you make decisions, and how people are empowered to make what decisions and at what level. All too often the power of decision-making, especially on process-related things, is still held by management, not the team and people doing the work.

Practical Management for Agility is my attempt to bridge the gap between what Agile has become, a disconnected and rigid set of processes, to one that is integrated into the organization’s operational model.

If you would like to work with me on learning how to evolve and update your organization for operational agility, contact me at michael@soundagile.com or visit my website — www.soundagile.com