Note: maintaining individual bonuses, for example, will always put pressure on team performance. Not your own result, but the team result should be leading. This requires qualities from people that were not necessary for the execution of their daily work until now – in an agile environment they suddenly become opportune. The development of people is not a one-off evaluation process, but a continuous process in which a person in the service of himself, team and organization looks at what is needed and acts accordingly.
3. Future proof by daring to be agile
In 2018 we will see that not only producers will work agile, but the entire chain. In order to be able to adapt and deliver products, software and services so quickly, not one organization is needed, but the entire chain.
An example that I often use is about a party that had issued a job description including new hardware to a European government. The national government made a design for this and wrote a pitch for various parties. Before the tender process started, it took six months. The supplier of this project was involved after one year, given the long selection process. Ultimately, it took one and a half years before the project was so far that the hardware was ordered in the project. At that point, the technology in question was outdated and the hardware was no longer available. This is what the speed of innovation demands of us today. It requires a speed of response from all types of organizations, including governments, for example.
As an organization, you can no longer afford the slow sequential approach. Everyone within such a chain must be aware of the ultimate goal of agile working. If a party cannot agree with this, there is no room for this party in the chain. So dare to break with your supplier if they do not fit into your agile organization.
Dare to break with your supplier if they do not kuwait whatsapp number fit into your agile organization.
Change starts with a vision. Agile projects in 2018 should no longer suffer from a lack of vision. Vision gives you the ability to (de-)select programs, projects and requirements . I recently spoke with a department within a banking organization that said “We actually deliver every project that is requested.” Without prioritising or thinking in terms of value . Value thinking is central to agile, this gives you the space to make targeted choices. Value thinking starts with the vision.
My advice is to think carefully about why you as an organization want to work agile, and what you as an organization want to achieve with the agile transformation. It is essential to apply the agile principles in such a way that they contribute to the goal that the organization has in mind and not the other way around. Agile makes organizations future-proof , but this can only be achieved if people see the need for continuous improvement and all stakeholders inside and outside the organization are aware of the goal of the agile transformation. Doing agile for the sake of being agile is so 2017 (or 2016, 2015, ...).