The Disciplined Agile/FLEX 2-step Approach. Part I of VI – What we want to achieve

 

Many experts are converging on what the future of an Agile organization looks like. Many are espousing a network of semi-autonomous, cross-functional teams aligned around products being supported by a business organized in a hierarchical structure. The network allows for innovation and effectiveness of value created while the hierarchy allows for efficiency of business operations.

Several companies have self-created this structure including Amazon, Barclays, Google, Riot Games, and Spotify. It is being espoused directly by Stephen Denning (Age of Agile) and John Cotter (XLR8) while several other esteemed authors are consistent with it.

The challenge is getting there. Some attempt to emulate the approaches of successful companies, such as Spotify. This ignores the fact that corporations are different and although objectives may be similar, any adopting company must necessarily tailor their approach. It also ignores the fact that Spotify’s approach was figuring out what they needed and doing that.

While keeping the end in mind can be useful, just attempting to jump there is fraught with risk. Where you’re jumping to may not be right, and your organization may not be able to take the leap.