For some time now, agility has been a way of working that has gained popularity among companies thanks to the great benefits that its implementation brings, however, the transformations required to achieve it involve great challenges for those who are part of it.
Although it is true that to establish an agile mentality within a company it is not necessary to adopt it in its entirety, it is possible to incorporate certain elements of agile methodologies or design thinking, as long as the entire organization is willing to undergo a culture change regarding how they work and how they relate to each other.
On this matter, Belén Reyes, Scrum Master at Imagemaker, shares 4 general phases for clients to successfully adopt agility
1. Make a diagnosis:
In the first instance, it is necessary to review and analyze the company’s operation concerning its different areas and dynamics to identify those directly linked to an agile action model versus one of greater verticality. After this observation, elements are collected that are in line with the desired transformation, so that they are later considered in the teams as part of the change process.
It is essential at this point, to make a map of the people who could be leaders or allies in this process, as well as those who could be opponents of the change to be actively involved from the moment the plan begins.
2. Adoption plan:
Once you have an overview of how the organization works, in terms of its culture, processes, the interaction of individuals and areas, as well as the dynamics that include them, it is time to define where we want to go through a strategy, always having taken into account the reality and possibilities of the company.
Keep in mind that all areas don’t need to adopt the chosen methodology in the same way, the level will depend on the context of each one and the amount of resistance to change identified.
3. Implementation:
In this step, you must consider some essential keys to achieve a successful implementation. The first is to have a work team in which each of its members is an “ambassador” of the methodology, thus motivating people who, in some way, will be impacted by the change. At this point, it should be noted that it is very important to have the support of the organization’s management or leaders.
A second fundamental factor in this phase is to train the people involved in the new knowledge and skills that will be required.
Just as important are communications throughout the process. Both internal communications at the general level of the company and the interactions that leaders have with their work teams.
4. Review:
When a maturity stage has already been reached in implementing the established plan, it is necessary to review the progress and the points for improvement. This will allow evaluating the degree of adaptability of each area and adjusting if necessary.
“The best advice for the agility adaptation process is to be patient. The transformation path is often long and complex, but at the same time, it is fun and challenging. I personally love to change, but to do it you have to have the spirit and passion to achieve it ”, Belén concluded.
