Agilist personas play a significant role in creating the momentum, and focusing on a few things that are vital for creating an agile organization.
The variety of agilest personas are in demand to accelerate flow-mind flow, information flow, knowledge flow and idea flow; and enhance iterative improvement or innovation.
Agile mind-shaper: Being agile is a state of mind; not about free thinking or doing without structure; but about improvement, empathy, people-centricity. To keep an agile mindset with inquisitiveness, you should put a high effort into making the team and the organization productive within the context of an environment.
Agile mindset harnesses the development of human beings to move from hierarchical thinking to collaborative thinking. Without an agile mindset, team members are not able to resolve their conflicts, and possibly they cannot collaborate over problems. When people start putting on the agile mindset, discover new ways of working, collaborating, delivering value, they adapt in that journey by overcoming the frictions, making incremental improvement, and achieving high-performing results.
Agile collaborator: Agile is both a philosophy and a set of principles: Isn't Agile about improvement? Flexibility? Transparency? The progress to make agile transformation requires more cooperation across organizational boundaries, giving cross-functional people a good argument for why you are doing agile and what the benefits will be. Moving to agile brings cultural change in an organization which the management needs to understand and support. Thus, agile collaborators play a critical role in applying agile tools to harness communication and cross-functional collaboration.
If the friction happens during the transformation journey, the management needs to dig through the root causes: Why are you not able to have open and constructive conversations about the situation? Why do you have to act beneath the company’s radar screen? Business management has become an art out of necessity to address critical issues, handle conflicts, clarify business strategies, and give everyone a voice in how the organization and the people in it can prosper and thrive. Following agile principles to focus on business value work is about doing nothing that does not aggregate value directly to the business. In this context, you could motivate people to adopt an agile approach.
Although discipline doesn’t mean overly prescriptive, it is critical to follow "people over process" Agile principle. It’s about achieving higher efficiency/ productivity with less stress. Make rapid feedback to validate if you are going the right way and will reach the goals. It requires focus, patience and commitment across the organization. The necessary training is also important to shift from “doing agile,” to “being agile.” It's all about delivery with quality, and the underlying commitment teams must make to do it consistently.
Agile is a journey, not a destination; it’s more as a "direction" than an "end." Agilist personas play a significant role in creating the momentum, and focusing on a few things that are vital for creating an agile organization, such as seamless communication, harnessing collaboration and employee empowerment, focus on improvement.
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