MANAGEMENT ADVICE


MANAGEMENT ADVICE



SCALED AGILE TRANSFORMATION


I. Readiness assessment 


Analysis of the current organizational structure


When an organization is committed to transforming the entire organization all the way to the leadership level, it is critical that an assessment is conducted first to get a grip on the structure of the company and to determine where they are in their organizational life. This assessment is often overlooked or an undervalued element of a transformation.

When we implement transformations using Agile frameworks, it is a wrong assumption to believe that the right Agile development will automatically advance without a plan. I believe this is an inappropriate and inefficient approach.


Urgency to make change


Another reason it is important to perform a readiness assessment is because it will form the foundation of the Agile Framework necessary for an active transformation.

Organizations operating in highly evolving and competitive environments where the product offering is constantly adapting to new challenges are likely to thrive by using the Agile frameworks right up to organizational leadership. This is especially important when it is impossible to develop an accurate organizational strategy for periods longer than a year, because the past shows that changes in the industry are happening too quickly to be so far beyond useful.

On the other hand, if the organization is operating in a mature industry such as petroleum refining, there is little point in using Agile at the leadership level as the changes are predictable enough to make long-term planning worthwhile. In a slowly changing environment, Agile leadership level adoption can increase bureaucracy.


1. Is the organization ready to embrace the Agile mindset?

Business Agility is much more than an Agile Framework, the skills and teams of enthusiastic people:

1. The effect of the agile frameworks and results impact the organization

2. The Agility readiness assessment is an efficient way to create clarity if the organization is ready to change to a new attitude, culture.

3. Eight factors signal when an organization is ready to undergo this change:

Once it is clear where your organization is situated in the willingness to change, you can proceed to determine which Framework is best applicable within your business context.


 


2. Which Agile Framework best suits my organization?

Coupled with the rapid changes in technology and market innovations, the popularity and clear superiority of the agile frameworks becomes apparent in terms of the benefits and value it can bring. Among these flexible methods are SAFe, LeSS, Nexus and Scrum @ Scale.

SAFe is usually appropriate with respect to the other Agile Frameworks because of its descriptive nature. Highly advanced and large projects such as in aerospace, military and government will depend on the high probability of the guides, rules, principles, online resources and the support and knowledge exchange of experts. These factors are lacking compared to freer adaptive frameworks such as the Nexus and Scrum @ Scale.

The complexity of the SAFe implementation is a more complex challenge. For companies that wish to implement an Agile transformation and usually initiate small-scale projects, it is strongly recommended to use methods that are more adaptive in nature.

The effectiveness of SAFe is also clearly presented through several live case studies with reported metrics that give the organization confidence and transparency in implementation.

Important ! 

Based on my experiences and knowledge, I would highly recommend not to start your agile transformation by introducing the agile practices or a new culture as it is indispensable to start first drawing out your new organisational design. More about this can be discussed during a face-to-face converstaion.

   

3. Conclusion

Whether organizations move towards a more prescriptive or adaptive Agile Framework, the ultimate determining factors are its applicability to the current state of the organization as well as the willingness to embrace change, the resources allocated and the calculated risk, the risks, communicating strategic and operational goals and supporting senior management.

II. The implementation roadmap

Together we can build the implementation roadmap which will set out the direction during the transformation. Important to say, this roadmap will be reviewed regularly and adapted where necessary throughout the agile journey.