Tuesday, January 24, 2023


Overall, Agile is a mindset change - from doing agile to being agile; from being an agile newbie to becoming a high-performing agilist.

Agile is both philosophy and methodology; mindset and framework; it means to explore alternative value creation approaches with agility. The organizations and teams just need to experiment and learn; run and adjust; interact and improve; with the end business goals in mind, to achieve high performance results with customer satisfaction and value creation.

Agile solution is flexible and empirical: If there is unity of purpose and a true Agile spirit practicing empiricism should help resolve the issue. "Agile" likes dynamic tension; people pulling in different directions means that you are having different viewpoints considered, and if you can obtain a reasonable compromise, the solution will be good for all. It’s important to have agile problem-solvers with unique insight to see things from different angles, choose agile solutions and move forward.

Agility won't fix what is being called "technical problems." It is a way to organize work. You still have to be good at doing the work. Being passionate or psychological enlightened is good, but having the overdosed emotion or irrational exuberance often causes misjudgment and decision ineffectiveness. You need to do agile practices, focus on incrementalism, improvement, iteration; it takes inferential logic to understand the real problems and illustrate them. Choosing the decisive factors; it takes an end to end response, a structural approach to handle problems logically and coming up with agile solutions.

Agile Methodologies have always been iterative and focused on change: Agile methods integrate planning with execution allowing an organization to "search" for an optimal ordering of work tasks and to adjust to the changing requirements. The unnecessary failures are perhaps caused by misunderstanding Agile or bad management practice. Creating a culture of agility gives companies a real sustainable existence with adaptability; moral - keep mentally and physically supple and agile. Be aware of the competition, make timely adjustments.

At the end of the day there is no magic in software development, regardless of the methodology, it is a discipline and if the discipline is not followed then bad things happen. Agile takes more engineering and management discipline, not less. It will improve business competency and in-turn bring in increased revenue; and dive deeper to work closely with senior executives for developing new business models and creating the new revenue streams.

Agile leaders are more open-minded, inclusive, and innovative:
Digital boundary is not static, but dynamic. We all bring different perspectives and our boundaries could change based on open dialogues, learning agility, and flexible approach to problem-solving. Agile leaders have to listen to all demands and decide the path ahead, identifying and acknowledging the needs of all stakeholders and coming up with strategies that address everyone’s needs.

The digital boundary shouldn’t be set by personal interest only, but for effective and creative problem-solving. The business model is an entire frame of elements that describe the intents and constraints of an organization. Establish enterprise agility in adapting to change via taking advantage of technology evolution. The business managers need to balance running their organizations at both industrial speed and digital speed. It’s from within the massive gray area between the two styles that movements like digital management come from, and help to push the organization forward.

Overall, Agile is a mindset change - from doing agile to being agile; from being an agile newbie to becoming a high-performing agilist. It’s important to bring in the sense of urgency in the organization to be agile. True agility is only achieved when the top leaders present an agile mentality and the people on the floor buy-in and start "becoming agile" rather than making an effort to follow "Agile."


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