Maybe I'm wrong cause I'm not an Agile expert or even a practitioner, but maybe it's not adapted to certain industries like construction. Saving Changes...
I'm assuming you are referring to increasing organizational agility vs. implementing an agile methodology.
If so, then all the reasons why organization transformations fail apply including lack of leadership commitment, lack of engagement or buy-in from middle management and front-line staff, shifting priorities, misaligned or unrealistic objectives, poor communication and so on...
Agility is comprised of many aspects starting from co-location to collaboration, timeboxing, releasing after every sprint, etc.
Every aspect is not completely acceptable in some of the organisations. I have seen few organisations which claims that we do follow Agile but the resources are working from home at least once in a week. Timeboxing is not even known to some of the employees who are following Agile.
In fact it is easy to start implementing scrum ceremonies and claim that we are agile; but developing Agile mindset to follow the aspects involved is more important to bring Agility. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Organizations that practice continuous improvement, whether Lean or Agile, will eventually run into resistance from people in the organization who fear change. This can happen at any level, but it's commonly found in middle management. When teams are empowered to make decisions and self-organize, management feels threatened. (This doesn't have to be the case, but it's often the perception.)
Similarly, expect to meet resistance when some jobs become automated. When auto workers were replaced by assembly robots, they were unhappy. When your manual QA department hears about automated testing, they might also feel unhappy about it.
You'll also have the normal resistance to change that you'd expect anywhere. This is especially true for those who have been working in the industry for decades and feel comfortable with a certain way of doing things. These people are often supervisors, managers, or directors, and when you introduce a new way of working, it sounds like you're being critical of the way they've done their job. Their first instinct is to find a reason why the new way won't work. This is a big reason why successful organizational change often needs sponsorship from the executive level. It's also why Lean and Agile coaches are such patient people, because they have to allow time for people inside the organization to adopt new ideas as their own. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I was part of the group that create and define Agile and agility which was inside the USA/DoD NSF Agility Forum in 1990 inside the Leihigh Unviersity. Then, I was part of the movement that implemented Agile inside the software domain when I was one more inside the authors or DSDM. The last was because I worked with the Manifesto creators when I met at OOSPLA due to Agile Software based method had the origing inside object orientation. The prolblem is basic: people do not understand about Agile and agility. Mainly, becuase it is based on systemic theory and thinking. How to solve it? Go to the basement. Search for Rick Dove´s work which are the references of the genesis. Saving Changes...
Jorge EscotoDirector of PM/PMO| CET Professionals ServicesSan Pedro Sula, Cortes, Honduras
It all goes down to the organization. You might find a rigid leader who will not embrace agility. But I find it hard in an IT organization. Every organization is agile in some degree, or it will disappear. So I really think is not a matter of implementing agility, is a matter of achieving the top managers understanding. I would think your job is really to make them understand and gain support. Not really to decide whether or not to implement. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
You can boil down Agile to increments, iterations and continuous improvement. Applying these concepts in a large organization can be challenging. Doing it from the bottom-up will be difficult as reporting on Agile is quite different. Don't be surprised if senior management doesn't appreciate your burn charts and velocity numbers. Expect them to still ask when it will be done. (In Agile, you're only done of your iteration.)
...
1 reply by SHADAV MOHAMMAD ANSARI
May 08, 2019 2:36 AM
SHADAV MOHAMMAD ANSARI
...
Good Points Stephane. Thanks
Saving Changes...
Gaurav DhooperAssistant Vice President| GenpactNoida, U.P., India
Most important reasons are the lack of clarity and biases towards it. Agility is achieved when the goal is clearly communicated across all functions of the organization and not just in silos. Resistance to change is another area which needs to be understood and addressed by a leader to gain the support of the larger group. Saving Changes...
Ganesh KumarProgram ManagerBangalore., Karnataka, India
Most important “collective Agile mindset” to remain competitive would be missing. Followed by sheer hype about Agile, lack of proper or complete knowledge without a coach. Saving Changes...
