I’ve been having far too many conversations regarding Agile frameworks, their implementation, and scaling recently. It seems to me that a majority of agile coaches and their clients seem preoccupied with rituals over results and I get the sense that people are too mired in the weeds and losing sight of the few basic things needed for becoming a more nimble and customer centric organization. So, here are some things to ask yourself:
- Are we truly a customer centric organization? Do we actually get out of the building enough to understand our customers, their needs, their problems, and how they use (and struggle with) our products. Can team members do a “follow-me-home” or some other customer discovery practice – journey maps, customer interviews? Are product teams primarily focused on gaining customer insight in order to better meet their needs? Do we even care about customer delight?
- Are we open to disrupting ourselves without the motivation of a crisis? Does our culture allow us to preempt crises, without much drama, by reinventing products and services offered or by changing the existing business model? Or are we complacent and reactive and buffeted by what are competitors are doing?
- Do we have true business and IT partnership? No, I don’t just mean that a PO sits with the team or that there is a Product Manager who ensures that her POs are aligned on the order in which to build the identified features. What I mean is that the business folks and IT have the same goals, the same targets, the same key metrics – and that they together focus on the same desired outcomes (and not just the outputs). Think X-Matrix and OKRs here. Think collaboration (in the true sense of that word) and not just communication, cooperation, or coordination. Think the CIO meeting daily with the Chief Marketing Officer (CMO) to strategize.
- As a company, are we good at making accurate decisions quickly? Can we get the right information to the right people making the right decisions at the right time? Can we provide the decision makers with relevant and timely feedback about their decisions? And then, do we encourage them to learn from mistakes and improve?
- Do the IT folks sit together with people from Product, Marketing, UX, Finance, and Operations so that we have true cross-functional product teams? Do these product teams (small, collocated, long-standing, cross-functional) have the autonomy to determine their own best solution to meet the defined goals? Do they have license to experiment and learn? Do senior leaders trust them to do the right thing?
- Are we providing open collaborative spaces for the collocated product team members? Or are we still struggling with ineffective communication amongst the distributed and/or dispersed team members?
- Are teams keeping design simple and writing good code? Can they rapidly get feedback by integrating and deploying continuously? Can they release on demand? Do they demonstrate their working product frequently to their stakeholders and to their customers? Yes, inviting real customers to a demo is a good idea.
You’ll notice that these are independent of any agile framework used. You can actually start improving on all of these without even using the term agile. So what’s keeping you from moving off the rituals bandwagon and focusing on what truly matters?