The cell phone is everyone in the pocket, part of our lives and we do not ask the question of necessity. For 20 years this was not the case. According to Columbia University professor, many suspect the effectiveness of agile work, but twenty years later, all businesses will work on it, and we will not use the word to fit our everyday lives. However, with the introduction of agile, it is no accident that there are so many questions, there are some typical mistakes that we do not actually achieve by adding hope. In addition, this requires systematic thinking without which we should not start.
Today, no company manager should think about whether your company is agile. "During our organizational development, we discovered that there is always a shock that causes changes in organizations. Today there is a permanent technological shock that companies must adapt"Said Miklós Sárváry, a professor at Columbia University, a partner in education.
Agility is the answer to ever-changing market and technological changes, which requires flexible attitudes from both organizations and people working in them. The organization can not be permanently a "shock" and must adapt itself. The ability of agile work lies in the fact that the organization accepts changes, which is a natural part of business processes.
"The basic pillar of agile work is continuous experimentation, so as not to destroy the body, perform isolated in-house experiments and implement a solution that is well implemented during the pilot project"Says Miklós Sárváry. The more time this process is coming, the organization will react to change.
"Like every new operating model, there are typical errors during the agile transformations that enter the company"Daniel Nõndig, co-founder of edUcate, a senior agile trainer, a former McKinsey & Company strategic consultant, added, based on his experience, typical mistakes that companies can make, are avoided if management understands the true essence of agility.
The first is technological unpreparedness. In spite of this, the project is performed in a record time if it can not be implemented because the technology is not ready for the company. Lack of strategy is equally disgusting. If there is no measurable goal, it will never be realized in the minds of management. Lack of transparency can cause members of the organization to understand what purpose and purpose they are doing, so design is endless, and concrete implementation is not achieved or the solution is out of step. The fourth and perhaps most important thing is not to enter the trap of the ceremony. No ceremony makes the company agile, it's just the surface. Behind the thinking and corporate culture the organization is truly flexible.
Daniel Nõndig also points out that agile action is equally effective as the slowest supporting element. Therefore, we should think about agile work only at the system level if we want to make a significant change.