Buy-in from professionals is crucial to make changes succeed in organizations. Many improvement programs fail when professionals are insufficiently involved during the changes. Agile retrospectives can be used to do continuous and lasting improvements in organizations. They are owned and done by the teams, who decide when, where, and how they will change their way of working. This is why agile retrospectives are a sustainable approach for improvement.
We need to uncover better ways to do improvements in organizations. Use an iterative approach for change with short-cycled improvements and frequent feedback to learn how to improve and get better in doing it. Agile retrospectives are a better way to do continuous improvement. Teams decide when, where, and how they will change their way of working, in stead of having the changes dictated by managers or quality/process people. Retrospectives give power to the teams and help them to become self-organized.
My first book Getting Value out of Agile Retrospectives – A Toolbox of Retrospective Exercises contains many exercises that you can use to do retrospectives, supported with the “what” and “why” of retrospectives, the business value and benefits that they can bring you, and advice for introducing and improving retrospectives.