There are four distinctive patterns of behaviour of an agile culture – customer-centricity, self-direction, experimentation and collaborative networks.
Watch our video to learn more about the patterns of behaviour in an agile culture.
There’s a big difference between implementing an Agile process and having an agile culture.
Watch our video to help crack the agile code.
Many organisations, small and large, have gone through digital transformation or are still going through it. The success of the digitalisation process is not only linked to technology, but also to the way people have embraced the change. It is the behaviours and the mindsets of leaders and employees that make the difference between those organisations where digital transformation has struggled and those where it has become a key lever for success.
After ten years of implementation of Agile by organisations around the world, I’m only seeing mitigated success. Agile takes its roots in the 2001 Agile Manifesto, when software development adopted the idea of “Agile” in an effort to make software development more efficient and purpose driven. The more cynical of us might say that Agile is just another consulting fad, destined to rise and fade as have BPR, Lean, and Six-Sigma. The more optimist among us will say that Agile has helped to bring awareness of the need to do things differently, and to think differently, to the business community.
Creating an agile culture involves fundamentally rethinking how you run your organisation and most organisations that we spoke to in our recent research felt that they had not yet fully mastered the transition to an agile culture.
