One uncomfortable truth that many practitioners in the Agile space often shy away from is the fact that…
Agile transformations sometimes fail.
Yeah, I said it because it is true, and if you have been in the space for a while, you are aware of this, too. I do understand the hush-hush around this, but I have never been one for cover-ups, especially when the solution to this begins with transparency, especially for us in Agile. We are better off poking at an issue, asking why rather than covering up and singing “Kumbaya”, so the bear I’ll be poking today is: why do some agile transitions fail, and what we can do to avoid that experience as practitioners.
Sometimes, the problem is the captain. Agile transformations require skillful navigation, as it is rarely smooth sailing; storms do happen, or worse, the ship may very well hit an iceberg 😞. This is why the level of expertise of the person leading the Agile transition is critical to the mission’s eventual outcome. One of the worst mistakes that an Agile coach can make is to be too rigid. New agile coaches who still treat the Agile Manifesto as Holy Writ often fall for this as they are likely to insist, “I’m not here to do your job for you; I am only here to facilitate,” thereby effectively alienating themselves. What beats me is how they hope to make an impact with such a stance.
Sometimes, the problem is the ship. Take, for instance, the hurdle that can be posed by the organizational structure within the company. Traditional hierarchical structures are primed to frown at an emphasis on cross-functional, self-organizing teams, as these often may clash with existing reporting structures. This ultimately leads to some conflict and resistance. Agile transformation requires a significant mindset shift; hence, the most resistance will arise from employees who are accustomed to established practices and are hesitant to embrace change. Organizational culture matters, too. Imagine the obstacles that are posed when the company culture tactically forbids failure by emphasizing winning only. Assuredly, such an environment will lack the psychological safety that incubates innovation and growth while encouraging learning and growth. If the company culture is left unaddressed, nurturing the company through the agile transition might remain a pipe dream.
Sometimes, the challenge is the storm. I have witnessed the storm that can arise when organizations embark on Agile transformation without the necessary readiness and commitment. Without significant buy-in from relevant stakeholders, transformation becomes a mere buzzword, and even though the team executes relevant ceremonies as prescribed by the Agile coach, they remain lifeless rituals, and failure is almost inevitable. This lack of readiness is evidenced in how the management appears averse to active involvement in the process, resulting in a disconnect between the prescribed changes and the organization’s reality. Quite predictably, the resultant lack of ownership and understanding from within the organization impedes any progress that could have been made.
Since we are being honest, we might admit that change, especially a drastic one like an Agile transformation, can be akin to experiencing a storm at sea, which is overwhelming, if not downright frightening, for the company contemplating it. Any wonder then that teams or management seek to revert to their old habits and default ways of working, especially when faced with some turbulence…you know…the uncertainty or ambiguity that we do know comes with the terrain?
These are just a few of the problems that may arise on your Agile transformation voyage, and if not handled deftly, they might lead to an impromptu return to ‘safe harbours’ aka familiar grounds, or worse, to a ‘shipwreck.’
So, how do you prevent this and ensure you berth at the intended destination?
1 Be the Adept Sailor.
You must approach your practice with the dexterity of a veteran sailor. Taking rigid stances (for example, “the Agile Way or the highway”) that alienate the team and company from the onset or going in to ‘hit them over the head’ with Su-Ha-Ri and other lofty-sounding concepts will be counter-productive. Instead, seek to win them over. Realize that having the brief to start the transformation does not mean you have the buy-in from all the stakeholders. How do we win them over? Earn the respect and the trust of those concerned by selling yourself as a servant-leader. This means helping, in the most honest sense of the word. When people see you getting your hands dirty, they will not see you as an outsider who needs to be kept in the cold. Sell yourself before you sell your framework, whatever framework you have chosen.
2. Ready your ship.
One critical thing the Agile coach must do before initiating an Agile transformation is assess the organization’s readiness for change. Like my grandfather loved to quip, “It’s no use plucking an unripe fruit.”, prematurely leading an organization through an agile transition is a futile waste of energy and resources. Engage stakeholders early in the process, communicate the benefits of Agile, and ensure their active participation and commitment. Align the transformation with the organization’s strategic goals to create a sense of purpose. Also, it is essential that management actively participates in the transformation process, working alongside you as partners rather than being passive bystanders. The sweet spot you should seek will emerge when you succeed in engendering a collaborative approach, where internal and external expertise combine to facilitate a successful Agile transformation. At the earliest opportunity, begin to promote a culture that values experimentation, learning from failures, and iterating towards improvements in your engagements with management. This will prepare them and the team for setbacks, which are sometimes inevitable. Encourage open communication and emphasize the importance of sharing both successes and failures. The health of your ‘ship’ matters before you hoist sails and set forth on your agile transformation voyage.
3. Prepare ahead for the storm
There will be storms. Issues will arise. How the team is equipped to respond is what will determine the outcome. To minimize the fears that arise with the unfamiliar, implement change incrementally and be empathetic. Allow the individuals and teams to gradually adapt to the new practices. One thing that I have found to be very effective is providing continuous training, coaching, and feedback loops to ensure that everyone understands and embraces the changes effectively. This approach helps to douse anxieties and reassure the team and management when caught in the thick of things.
It is often said that smooth seas do not make skilled sailors; it takes patience, commitment, and a well-charted course to navigate unpredictable waters. Similarly, transformation to Agile ways of working is a voyage that requires commitment, patience, and a strategic approach. While it is true that some Agile transformation efforts do fail, you can record success by understanding and addressing the common challenges associated with Agile. The key lies in fostering a culture of collaboration, continuous learning, and adaptability at all levels of the organization. Rockcity Consulting Inc’s growing list of satisfied clientele evidences our belief that with the right strategies and perseverance, organizations can navigate them and achieve sustainable success in their Agile journey.