Yet another definition of Agile
'Agile' has become a buzzword across many professions. Advisors, analysts, and random strangers tell us what it takes to become agile.
Expectedly, this hype covers up the lack of generally accepted definitions and standard concepts, so for some advisors, ' agile' means 'resilient,' for others – 'flexible.'
Some advisors suggest differentiating 'agile' and 'Agile' (the adjective vs. the one following the Agile Manifesto). Still, most of them provide explanations along the lines of 'to be agile… procurement organizations need to have the knowledge and ability to move quickly.'
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Let us increase the entropy by suggesting yet another
definition of Agile – the shortest sustainable lead time between the business requirement formulation and benefits realization.
Intuitively, this is the spot-on formulation of the critical competitive advantage of any business – being able to turn time and money into value ASAP.
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10-step journey to Agility
There is no single path to Agility. "The journey of thousand miles begins with a single step."
We suggest the start this journey in 10 baby steps.
Agile doesn't replace Waterfall but complements it
It is one of the operating modes, which complements (not replaces) the legacy' Waterfall one. Core business functions and systems would still require the traditional stability, quality, and reliability approach.
Therefore, your control panel must allow switching modes depending on the nature of the business requirement.
The path to Agility starts with the horizontal alignment
One cannot be agile within their cubicle only. One weak link breaks the entire value stream. Agility is a fluid that freely flows through the inter-functional and departmental borders.
Agility means incremental value delivery.
Every iteration must have a measurable outcome. Define the project roadmap, split it into equal increments, and request deliverables at the end of each.
Do not start a new cycle before assessing the outcome of the predecessor.
Do not think technical terms. Think business requirements
Agility does not favor specifications, as there are different ways to deliver value.
Whenever you want to buy something, think of its value, rather than how it has to work or look. Trust suppliers to suggest the realization of what your business demands and let the value measure success.
Agile means trust and collaboration
There is no agility in the corporate red tape or twisting the supplier's arms for endless discounts.
Agile is the time-to-market
Once you have rushed for another round of negotiations, extra scrutiny of supplier's offer, a new cycle of legal reviews - think about the cost of delay of a new product market entry.
You need to weigh the additional discount value at stake or the magnitude of a risk not fully mitigated vs. delayed revenue.
Agile means unconventional
Think and act differently, be creative, find unusual methods to resolve typical problems.
Agile is not afraid of failures.
The faster you fail, the cheaper it is for the business, as long as you have made the correct conclusions and set your team for success.
Agile is an open relationship, not a marriage contract
Boilerplate contracts, precise specifications, all-purpose RFPs are not suited for Agility.
You cannot train Agile mindset; you have to live by it
Agile is the change of culture and mentality. It is not a topical cure for minor itching. It assumes the revision of daily habits.
We only wanted to persuade you that becoming 'agile' is possible with these proposed steps. Our existing processes already contain the means for Agility, and you do not need to wait for the corporate big-bang change management program to run your first sprints.
Try to apply the agile methodology to the process of becoming agile. Create a vision, specify a roadmap, and identify an MVP – the best level of Agility you can reach without significant changes to corporate processes – and start reaching out increment-by-increment.
You would not believe how much it can achieve with a will, method, and consistency.
Agile is the change of culture and mentality. It is not a topical cure for minor itching. It assumes the revision of daily habits.
We only wanted to persuade you that becoming 'agile' is possible with these proposed steps. Our existing processes already contain the means for Agility, and you do not need to wait for the corporate big-bang change management program to run your first sprints.
Try to apply the agile methodology to the process of becoming agile. Create a vision, specify a roadmap, and identify an MVP – the best level of Agility you can reach without significant changes to corporate processes – and start reaching out increment-by-increment.
You would not believe how much it can achieve with a will, method, and consistency.
The dynamic nature of Agile comprehension
- customer value and competitive advantage;
- heroic and post-heroic leadership;
- negotiations with an Agile mindset;
- Agile vs. Lean;
- Organizational ambidexterity, and so many more.
What Agile is and what it isn't (no dogmas!)
Agile is the software development method.
Agile is better than traditional methodologies.
Agile works perfectly for emerging needs, unclear technical requirements, custom made-to-order products, high risks with undefined returns.
Agile is about doing things fast.
Agile transformation requires heroic leadership.
- Urgency on Big Opportunity
- Guiding Coalition of Volunteers
- Change Vision and Strategic Initiatives
- More and more volunteers
- Barriers knocked down
- Wins Celebrated
- Relentless Action
- Changes Institutionalized.