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What kind of agile is your agile?
The document discusses different perspectives on what "agile" means. It summarizes a survey given to 70 employees that found 47% see agile in terms of behaviors like collaboration and flexibility, while 19% see it as a process and 17% each see it as delivering quantitative results or bypassing the question due to lack of understanding. The document then provides more details on what employees described for each of these perspectives.
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What kind of agile is your agile?
- 1. Agile & Agile Mindset,what does this mean? 1 1
- 2. what kind ofagile is your agile? 2 • this question has been asked to most of the team (around 70 people) before explaining what agile means • quantitative means that agile is seen as results • behaviour means that agile is how people are interacting together • process, agile is understood like a process or a methodology • bypass, people didn´t answered the question due to communication issues or lack of focus 17 % 17 % behaviour 47 % 19 % quantitative behaviour process bypass the question
- 3. quantitative 3 • fast visibleresults • quick wins • deliver quickly • quality • technical excellence • workable software • rapid customer satisfaction • understanding that agile is more time consuming than previous methodologies • seeing results and not just work in progress • opportunities instead of limitations • working on topic which produce value
- 4. behaviour 4 • flexibility • pragmatic •mindset • adaptability • No • responsibility • multiple competences • client oriented • putting me in the shoes of my customer to gain clear vision of his needs • have interaction with customers or users • better collaboration • business & development working together • team work • close collaboration • will empower us to work and share experiences • trustful collaboration with project members • fully dedicated, I have the feeling that I am moving with • motivation • happy and satisfied • consistency of projects • working on topics which fit my skills • simplicity • meetings not hat often • sustainability • welcome change • challenges instead of problems • challenging and exciting tasks with own responsibility and decision power
- 5. process 5 • methodology • DevOps •feedback • daily statuses • time to market • individual and interactions over processes and tools • workable functionalities over extended documentation • collaboration with the customer over contract based relations • incremental product • well defined roles within the agile team
- 6. bypassing the question 6 •needs to be appropriated and adapted • still at the beginning • somehow agile • good to see that SAP is putting focus and hoping in agile • what is the agile best practice? • currently more ad-hoc instead of agile • missing flexibility in daily work • lot of meetings with "wrong" people • additional projects • status meetings needed
- 7. 7 from Gallup 2018 studyof employees in France, Germany, Spain and the UK In operational terms, the concept of agility can be defined as employees’ capacity to gather and disseminate information about changes in the environment, and respond to that information quickly and expediently. From a strategic perspective, this combination of speed and data-driven innovation is increasingly important for many businesses to maintain a competitive advantage.
- 9. 9 points of attention Learnto be wrong Make working together expected and easy “Matrixed” does not equal “agile” Agile organisations are grounded in strong, customer- centric cultures one of the most powerful advantages fo agile companies is ability to give employees a sense of optimism about the organisation´organisations capacity to survive - and thrive - amid disruptive marketplace conditions. mindset
- 10. 10 what distinguishes agile organisations? 1.speed over perfection 2. data over intuition 3. talent over title 4. having an impact 5. constant improvement 6. customer obsession 7. autonomy 8. transparency Values Values in practice 1. rapid experimentation 2. fluid collaboration 3. intense customer orientation 4. data driven decision making 5. building for scalability 6. fast hiring and firing 7. results orientation Artifacts 1. clean platform 2. metrics 3. casual clothes and spaces 4. collaborative tools 5. flexible org. boundaries Deborah Soule, MIT Emeritus mindset
- 11. 11 cultural values andpractices with real impact organisation performance innovation & growth customer satisfaction & reputation profitability iterating rapidly collaborating fluidly decisions taken with data moving fast obsession over customers quickly taking advance of opportunities working seamlessly cross boundaries Deborah Soule, MIT Emeritus mindset
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- 13. What? proposal of minimalagile 13 find out where you are make a small step towards your goal adjust your understanding based on what you learned repeat when faced with two and more alternatives that delivers roughly the same value, take the path that makes future change easier. How?