Fixed and shared heartbeat(s). You should unify the rhythm in events across the entire organisation to enable the ability to change direction and shift priorities faster.
An organisational heartbeat may often start with an annual planning session where strategic priorities are outlined for the year. This is followed by quarterly planning sessions where the initiatives are broken down into elements in a broader organisational context which is then followed by functional area/departmental planning sessions (also quarterly). Within these functions, monthly planning will take place to track and (re)prioritise efforts towards the goals set in the quarterly planning sessions. In each monthly cycle, the teams will have their respective planning sessions where they prioritise and organise activities on, for example, a biweekly basis.
Common language and transparency. You should apply a uniform approach to the naming of sessions and roles to the extent possible.
Having a common language will enable a stronger sense of belonging across the organisation whilst also making it easier to communicate and collaborate, as roles, titles, platforms, meeting forms and prioritisation activities are standardised and shared. Furthermore, it will also lead to a higher level of transparency, as initiatives are prioritised and reviewed in shared cycles, giving the teams an opportunity to observe progression and learn from other teams.
Built-in learning loops. As outlined under “Fixed and shared heartbeat”, the strategic priorities are developed in annual, quarterly (and sometimes monthly) planning sessions before trickling down to team level. Yet, it is of paramount importance that you implement a feedback loop that flows the other way (upwards if you like).
By creating a feedback loop, you ensure that the initiatives being launched will incorporate the organisation’s learnings identified at team level (e.g. direct customer feedback, team observations, market movements etc.). This will enable the organisation to learn faster, make more informed decisions and eventually evolve at a faster pace.
Regardless of the scaling model and related processes that you implement, you should revisit the three elements and ensure that your design can be checked off against each of them.
2. Identifying the right processes
So how do you start the journey towards identifying the agile processes that are most suitable for your organisation?
You should apply the following three steps to start identifying what processes are best fitted to your organisation before launching it in a wider organisational context.
1. Design workshop(s) (early)
The first step would be to involve relevant parties in your organisation in a number of design sessions together with agile experts. The sessions should be facilitated by the people with agile expertise as to support the advancement towards an MVP setup that can be launched in a pilot. The sessions will start with a focus on current processes, limitations/challenges and areas of opportunities as well as introductions to the agile practices. The final sessions will settle on a preliminary design (MVP) that is ready to be tested with one (or more) pilot team(s).
2. Pilot team
The pilot team will be a frontrunner in the organisational transformation, as they will be testing the initial design. The pilot team will support you in identifying critical flaws in the design and allow you to adjust core elements before scaling to a broader scale. It is possible to launch a new organisational structure without testing it in pilots (only possible in smaller organisational contexts). However, in this case, you must expect a higher degree of resistance and an increased requirement for ongoing adjustments within the teams. This will have to be communicated clearly to the organisation.
3. Adjust and scale
When you have gathered enough learnings from the pilots, you should adjust your operating model accordingly. The next step will then be to scale the model to the rest of the organisation. Whilst you will have a more tested and durable process design ready, you can still expect adjustments to the model as you start scaling. This will occur more often in the beginning of the change journey but should be an active and ongoing element in the continuous change journey. We suggest identifying these challenges in large-scale retrospectives to map the elements that are the most challenging and describe initiatives and/or adjustments that can address these challenges.
3. Continuous improvement
The Greek philosopher Heraclitus (c. 535 - c. 475 BC) is quoted for having said: “Change is the only constant in life”. If this was true more than 2,000 years ago, it certainly also is today. Therefore, we cannot expect our organisations to remain in a specific state indefinitely. Rather, you need to create an organisation that is able to learn, adapt and evolve on a continuous basis.
Initially, this has to happen on a mindset level, where individuals within the organisation should develop a mindset that enables them to constantly identify and assess impediments and derive potential solutions (or experiments) to address the problem. You need to have a continuous focus on this across your organisation, as it is a prerequisite for creating a constantly evolving organisation.
However, it also plays out in the process landscape you will design. This design needs to encourage learnings and testing for improving, e.g. coaching of individuals, retrospectives in teams and large-scale retrospectives to tackle larger and more systemic challenges.
Where to get started
The implementation of agile processes starts with you becoming more aware of your own organisation’s challenges and the nature of activities whilst also developing a stronger understanding of agile practices.
Once you have developed a stronger understanding of the two, you should set up a pilot (or even just start conducting small experiments within your team). The pilot will, as previously mentioned, give you valuable learnings as to what will work and what will not work in the wider organisation.
Getting started on your agile journey, a key element is to get management support (an element which over time should probably not be necessary in a truly agile organisation). In the early stages of the change journey, having leadership support for experimentation/trying new things is a critical element.
Hopefully, this article has inspired you on how to get started with your own journey towards implementing agile processes (as a key element in developing organisational agility). And as basketball coach John Wooden once said: “Failure is not fatal, but failure to change might be.” This applies to many aspects in life but especially to organisations that have a desire to remain relevant and stay at the forefront of the industry.