Hi Project Practitioner
Base on your experience, history and knowledge
Can you share, whats is factor (critical) that most organization failed to transform to Agile Mindset?
Its Age of the organization one of the factor?
Hi Andrianus, In my experience, one reason why organisations fail to transform into an agile mindset is around an active choice from Management to not adopt agile practices. The age of the organisation will not play a factor, but the mentality and mindset of the people that are in the organisation is everything. It's all about the PEOPLE in a change and transformation.
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1 reply by Andrianus Toar Pradaya Lonteng
Mar 05, 2021 8:28 AM
Andrianus Toar Pradaya Lonteng
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Well Noted emily, but its a true some people think agile its a change to agile methodology (scrum, XP, kanban, etc)?
Some organization/ people think if they are already adopt (scrum, etc) they already agile .. :)
Hi Andrianus, In my experience, one reason why organisations fail to transform into an agile mindset is around an active choice from Management to not adopt agile practices. The age of the organisation will not play a factor, but the mentality and mindset of the people that are in the organisation is everything. It's all about the PEOPLE in a change and transformation.
Well Noted emily, but its a true some people think agile its a change to agile methodology (scrum, XP, kanban, etc)?
Some organization/ people think if they are already adopt (scrum, etc) they already agile .. :) Saving Changes...
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
Fear of the unknown is a leadership pitfall must be surmounted each time there has to be a transition Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Businesses that actively seek continuous improvement will become more and more agile, whether they call it that or not.
Businesses that resist change- by definition- cannot be agile. They might hire consultants, change some job titles, buy some new tools, and adopt some buzz words, but they are merely throwing money at a problem they refuse to properly recognize.
As the old saying goes: if you keep doing the same thing in the same way, you're going to get the same results. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
There is a big problem here: agile mindset does not exists. Is something some people or organizations have try to sell and the only thing they do is jeopardize the work of people like me and others that are working with Agile from the time it begins: 1990. Is this because I am say that? Not at all. Is because you can go to the basement, to the definition of Agile, and you can see that is nothing in the definition about that. The same if you take the most popular implementation of Agile that was in the software field. On the other side, go to the definition of mindset and you will notice that is something that has not sense to modify because the definition itself and just in case you try that you will find is a matter of the environment, not the mind. Nothing new, is like Agile was defined in 1990: a matter of architecture. More. Human beings are agile from the time they born. If not, no human being should exist in the world. The key is: 1-if an organization have a problem for getting its minimal objectives (survive, growth and develop) then state the problem to think about a solution. 2-understand what Agile really is. You can understand that is you go to the basement which is the USA DoD/NSF Agility Forum at Leihigh University in 1990. Most of the results is inside the book "Response Ability" because today the forum is active but is free for members only. You will find that is a matter of architecture where what some people call "mindset" is just a component inside the business layer. 3-when you understand what Agile really is, if Agile is the solution then implement it. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Adrianus,
agile philosophy (system of beliefs), mindset and leadership style are one specific way of looking at how to run organisations. As Sergio says, this has less to do how every human is 'agile' if they are alive, it is more a label the agile movement used to market themselves.
There are other such philosophies, and many of them are around power play, dominance, command and control. If organisational leaders get under pressure, they will resort to what seems easiest to them, short-handed thinking to survive, and this is often not following a human centric philosophy and its restrictions but responds to the mere necessity of the moment. Entrepreneurs are mostly not team players, but despots. Teams in stress look for strong leadership and safety, not self-fulfilment.
So, it needs some favorable environmental parameters for agile thinking to be tried out and even more for it being successful. During a pandemic, a digitalisation push, upcoming environmental crisis and economic turbulence, leaders tend to focus on practice, not theory.
Culture in organization will always beat the change. So in order to implement change there must be a proper organizational culture first.
This is just a part of "Response Ability" in the nutshell. Saving Changes...
A mindset shift is required to become comfortable with the incremental nature of work. Too often, senior leaders and delivery teams desire to have the waterfall-y kind of *absolute* certainty and assurances about what we're going to build, for how much, and by when. What is needed is a different thinking about governance, funding, delivery, and value capture. Leadership and communications can be the instruments that make that shift happen. Saving Changes...
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