Adotar apenas o Scrum e a organização de equipes em esquadrões não cumpriu a promessa de maior agilidade que tantas organizações esperavam. implementar.
The So What
When companies decide to change their ways of working, they tend focus most of their effort on adopting agile ceremonies, such as sprints, standups, and retrospectives, as these are highly visible and easy to implement.
ainda TRUE enterprise agility demands a transformation of the entire operating model.
Sem adaptar todo o modelo operacional, eles normalmente se deparam com os seguintes problemas:
Falta de alinhamento nas prioridades. Perseguir muitas prioridades em paralelo leva à fragmentação, frustração e diminuição da agilidade. Como resultado, muitas iniciativas são lançadas em paralelo. É fácil compartilhar uma agenda de cima para baixo, mas é mais difícil criar alinhamento em torno de uma agenda compartilhada e ainda mais difícil para parar de trabalhar nos resultados que foram deprenderizados. All too often, organizations have a comprehensive strategy and vision but fail to prioritize the initiatives that will deliver real-world impact. As a result, too many initiatives are launched in parallel. It is easy to share a top-down agenda, but more difficult to create alignment around a shared agenda, and even harder to stop working on outcomes that have been deprioritized.
Autonomia limitada. When people work within organizational siloes and teams are stymied by complex interdependencies, they can’t deliver value quickly. Even when practices like scrum or kanban are adopted effectively by individual teams, if dependencies with other teams have not been minimized, progress will stall.
Counterproductive Leadership Behaviors. The traditional command-and-control approach slows down the empowerment and effectiveness of agile teams. Leaders often rise up through the ranks because they have mastered command-and-control tactics, but enterprise agility requires leaders to behave differently.
Now What
When done right, enterprise agility offers enormous benefits: Velocidade de duplicação no mercado , triplicar a satisfação do cliente e quadruplicar Responsabilidade à mudança . Aqui estão as três principais intervenções para alcançar a agilidade corporativa. (Consulte a exposição.)
Start less, finish more. To do this, the organization must pursue both vertical and horizontal alignment. The goal of alignment is to create cohesion around the company’s priorities, objectives, and resources—both vertically (all teams, from top to bottom, share the same priorities) and horizontally (interdependencies between teams are systematically removed).
The vertical alignment is fostered through an unbroken chain of why that articulates the links between the overarching business outcomes that the company needs to achieve and the work that individual teams are charged with delivering. Every employee, at every level of the organization, should be able to say what they are doing and how that contributes to the overall objectives.
To reinforce the chain of why, teams should be judged on the value they deliver, not milestones. Establishing annual and quarterly business reviews helps organizations to evaluate their progress toward goals and change direction when needed. These mechanisms connect people’s day-to-day work to desired business outcomes and pave the way for lasting change.
Don’t just give autonomy, organize for autonomy. To deliver speedy results, teams require maximum autonomy. Autonomy is not something that can be decreed. Companies must organize in ways that overcome the potential barriers and roadblocks their teams will face, eliminate unnecessary handoffs, and reduce interdependencies. The goal is to enable small, dedicated, empowered, and multidisciplinary teams to handle their tasks independently from beginning to end. Still, no matter how well you structure the organization, some dependencies will always exist—but various mechanisms, such as cross-functional teams, can gradually reduce those dependencies.
Especially as agility scales across the organization, teams must be able to build, test, deploy, and pivot solutions as autonomously as possible. This is when a modular technology architecture and a Modelo de operação da plataforma Torne -se cada vez mais importante; Portanto, alcançar a agilidade corporativa normalmente também requer um Tecnologia Transformação.
O estilo de liderança que o levou aqui não o levará lá. Os líderes precisam definir uma visão clara com antecedência - e depois deixar ir e confiar em suas equipes para fazer o trabalho.
Os líderes precisam adotar três comportamentos:
- Foster Trust and Transparency. Afaste-se de uma cultura de comando e controle que exige marcos e atualizações mais detalhados. Afaste -se da tendência de lançar grandes projetos, executados perfeitamente, com entrega lenta. Quando o modelo operacional suporta alinhamento e autonomia entre as equipes de trabalho, a agilidade corporativa fornece resultados extraordinários. Inscreva -se
- Be crystal clear on priorities. Then focus on creating alignment and autonomy across the whole organization.
- Start small, iterate continuously, and create value quickly. Move away from the tendency to launch big projects, executed perfectly, with slow delivery.
Enterprise agility is a powerful solution for companies that want to succeed in an increasingly competitive environment. When the operating model supports alignment and autonomy among working teams, enterprise agility delivers extraordinary results.
