We are on a journey to try to truly be an agile organisation. In this post, number three in the Business Agility Series, I will describe how we changed our business operating model in order to help develop new habits to step us towards our desired agile new culture.
We are on a journey to being an agile organisation. In this post, the second in the Business Agility series, I describe our thinking on the type of culture we wanted to create prior to us leaping into implementing change.
Culture trumps everything and as Simon Sinek said “people don’t ask what you do, they ask why you do it.” So, starting with a clear idea of how the Assurity of the future feels is a great starting point.
Agile is designed to manage complex situations where there are a large number of unknowns. It has been extremely successful in helping navigate a constantly changing environment by rapidly delivering small increments of value and using the evidence obtained to determine the next round of decision making. Given the highly competitive and rapidly changing business environment, many organisations are now asking whether Agile can be applied to running their entire organisation.
In this series I delve into how Assurity, a 200+ person consulting firm, has been running the entire company using agile techniques. As the General Manager of the second largest branch and a seasoned agile coach I am helping shape our direction. I will share our successes, our spectacular failures and some really interesting lessons in the interests of collective learning with the broader community.
Agile has clearly made a significant impact on the software development industry, changing the way millions of people work to a more flexible, engaging and adaptive approach, delivering products that better meet the changing needs of the market. Agile thrives in under complexity and uncertainty – elements intrinsically inherent in business. So can agile be used for implementing a business strategy? In this post I will outline some basic principles and concepts for this.
There is a fundamental change in management happening under out feet that is challenging the very need for strategy. Small changes are happening every day and in ten years’ time we won’t recognise management as we have thought of it in the past. [Read more…]