Agile is a mindset described by four values, defined by twelve principles, and manifested through numerous practices and frameworks.
Agile started as a better way to develop software. But since then, agile has evolved and is becoming a much wider movement; first of new ways to develop products, but now also a mentality to use when providing services.
For successful Agile Transformations, it is crucial to understand the difference between two important terms: BEING AGILE & DOING AGILE.
‘Doing agile’ means that you are following the principles, policies, techniques, and a framework. It highlights that you aren’t adept in the agile mindset, and all that you do is remain trapped within the walls of the outlining agile tactics. When organizations are in the domain of doing agile, they lay their focus on what should be done to attain agility. The search space is confined and employs only predetermined principles.
‘Being agile’ means having the agile mindset, where you think more about the team, the quality, and the performance. The ones that are agile lay their focus on values, behavior, and attitude. When organizations are in the scope of being agile, they lay their focus on what to do to be agile. This suggests that the ones that strive to be agile; are more about the beliefs and the behavior that fosters agility.
- Doing Agile can be achieved over night, Being Agile is a journey.
- Doing Agile is easy, Being Agile is difficult.
- Doing Agile satisfies the management, Being Agile defines the Agile culture.
Both — the doing and the being part — are important.
You need to learn and do Agile practices, but you need to understand why you are doing what you are doing. And unfortunately, many times that why is not aligned with what Agile intends.
Let’s not be constrained by the methods. It is more important to focus on your mindset development than your methodologies.
Ahmed Sidky invites us to seek Timeless Agility because Mindset Transcends Frameworks, practices, and methods.
Agile is the combination of actions and behaviors that result in an agile culture. Comprehends values, principles, and a disciplined focused approach to use the agile framework as part of the modern way of working. It is a shift from linear plan-driven ways of working towards an adaptive, value-driven, people-centric approach.
An agile mindset is nothing without behavior. To have an agile mindset means living the values through action.
Chances are you are between the two rings:
Some Agile Mindset enablers are:
1)Demonstrate culture change at the top
- Be transparent
- Practice servant leadership
- Lead by example
2) Redefine success criteria
- Focus on value and delivery
- Bring accountability at a team level
- Ask for the right information (instead of the traditional KPI’s lets start be interested in:
- how much value are we delivering to customers
- what have we learned
- are the teams more predictable
…. Instead of: how many hours the teams worked today? etc.
3) Encourage continuous improvement
- Enable fast and regular feedback
- Spur positive disruptions
- Celebrate successes
4) Make changes at an organizational level
- Align the entire organization
- Break Silos
- Foster communication & collaboration
- Modify appraisal processes
- Have people-friendly policies
5) Address middle management insecurities & concerns
- Help them visualize the value of their new role
- Pair with transformed managers
CONCLUSION
Agile is not a methodology; it’s a way of behaving, it’s a culture, it’s a mindset. That’s precisely why the agile manifesto is a composition of values and principles.
Despite the various interpretations, there is a consensus that an agile mindset embraces iteration, collaboration, continuous improvement, change, and failure. Actually associates failure and problems with opportunities for learning and invaluable feedback.
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