Funny things words; tokens for concepts and principles. Our only way to communicate yet so often we struggle to align or encapsulate the essence in the words.
A few great posts in the stream here so rather than duplicate I'd like to try a different approach.
The degree of connection in the world has increases more than exponentially in the last 30 years. The speed of message propagation ditto, the distance a message travels and the number of touch-points also vastly increased.
Interactions cause effects. Many more interactions lead to many many more effects. Some cancel each other and some reinforce. These unpredictable interactions, some with persistence are labelled as emergent behaviour. The result is high volatility and low ability to predict.
Prediction requires foresight. It’s the plan in advance approach that has been relied upon for centuries and still has an important part to play in our lives but is now too weak for all our needs so can no longer be the single solution.
In emergent contexts the plan in advance approach is clearly hard to do, if not impossible. When possible it is increasing of low effectiveness and low efficiency because it needs a Plan-A and a Plan-B incase… and a C, D, E…
So alternate approaches to determining and reaching destinations are required.
One school or class of approach is the reactive – plan a bit every day – and a chunck every week/ month/ quarter – depending on your industry cycle time.
This requires a coordinated use of a fairly strict communications protocol – when everything is volatile and we replan frequently and we work within cross-functional skill sets we have to have a known communications approach so there is minimum cost to communicate and maximum relevant content communicated. In short focus on the mostly known and save some time to do real work.
The strict cycle of ceremonies and the artefacts they create/ share/ manipulate is what is seen by some as ‘agile (methods)’.
A plan in advance world is often hosted in a hierarchical approvals flow downwards structure. The Roman Army worked well this way. Society often copies previously proved solutions. Up until 30 (70?) years ago the brains with education where at the top of the organisation and the bottom did what it was instructed. Increasingly the savvy at the bottom and top are now vital to success and incomprehensible to the opposite end of the structure.
Nimbleness is decisions that are fast, mostly right and at least not fatal and is also the narrowing of the gap between the top and bottom’s ability to share models of how to prosper in a world whose safe response needs both perspectives.
Being nimble as an organisation means culture. It means embracing someone else’s perspectives whether you agree with them or not. Nimbleness leads to the need to exchange and share values such as respect the person, suck-it-n-see without stigma of failure when an approach is shown not to be best. These agile behaviours might be called agility by some.
My two penny worth.
An excellent perspective on the topic....very detailed and indeed extremely helpful. Will try to incorporate the suggesstions. Also very interesting examples!
its a tenner - Thats fairly cheap - Does anyone know if its reasonable value?
Great point. Communicating this with team leaders is key too. Once you have buyin from management it's much easier for information to flow across the organisation.
Being Agile - its not a one size fits all. Many Agile methods are simply considered in software development but are easily adapted to other methods. Kanban - popular in Software Development since 2007, started out in manufacturing based on the Toyota Production System.
I absolutely agree with this...also I would like to add that many organizations tend to follow the crowd mentality and just take up agile practices without actually understanding the overall functionalities
'Agility' is our ability to respond to change. We know that companies, teams and individuals who cannot respond to the changes around them struggle to compete, perform and succeed. ... This is where Agile comes in.
You can be agile in projects but that doesnt mean that the busienss itself will have any agility to respond to changes that a project creates
For example a project that allows more automation for admin like tasks but the number of staff are never decreased which then affects overall profit
Agie is all about doing things faster like shipping working soft faster, getting feedback faster, getting ROI faster, etc.
But most of the time when we say Agile, we think of velocity, tools, methodologies like scrum, kanban, etc. But we miss one very important point is that Agile is a mindset. The mindset of not only one developer or scrum master but the whole organization. And when we change our mindset we change our ABC- Attitude, Behaviour, and Culture of company.
So developing an agile mindset gives an organization the agility that it requires in the VUCA world. Agility is how your whole organization respond Faster when it is required.