Anatomy of an Agile Transformation: Part 2 - Agile Baby Steps

About a 5-minute read

In every Agile transformation, there is a point where the transforming actually commences, and yes, it can be stressful. No matter the amount of work invested in preparation, education, and getting stakeholders on board, once the needle begins moving toward something new, there will be anxiety. There can be different approaches to handling the genesis of change. Since change is uncomfortable, the overwhelming preference may be to rush through and get it over (aka ripping off the band-aid). Alternatively, there may be a desire to continue adapting to make the transformation a progressively better experience over time. In this article, I will explore some potential early steps in “implementing” Agile that have been successful and then look at why, when it comes to Agile, taking a deliberate, paced approach to the transformation is preferred for creating a solid foundation for long-term success.

Education is going to be the star of any transformation toolkit. Sharing what Agile is, how the organization will approach the rollout, and what the intended goals are will not only help get those experiencing the transformation on the same page, but those educational pieces can, and should, be referenced as a guiding star throughout the transformation. Such education can occur on multiple levels: broadly with a large group or groups to convey purpose and approach, and then more focused with individual areas or teams to address specific concerns. While these conversations and educational components will need to be revisited throughout the transformation, investing in the initial information-sharing is a must to get started in the right direction.

Once a satisfactory level of education has occurred, we can look at the first steps of “implementing” Agile. Disclaimer here: there is no “implementing” Agile, since it is a mindset based on principles; structure and process are not required for agility to exist. Approaches like Scrum are tools to help facilitate bringing Agile principles into mainstream practice. That being said, organizational units are unlikely to progress through change without some sort of vehicle to move the transformation forward. Whichever tool, framework, or vehicle is used to get started, the focus should be on simplicity. If you have ever heard the phrase “aim small, miss small”, the same can be said for an Agile transformation. The entire transformation does not need to conclude immediately, and there should never be an expectation of it doing so – start small and manageable.

Looking at a team-by-team, product-by-product approach, starting small lends to spinning up only a couple teams. The number of teams will vary with organizational size, but for example’s sake, starting with two to four Agile teams creates a supportable pilot for the first foray into Agile-dom. In order to maximize learning to solidify future Agile practices, these teams should be varied enough to cover a spectrum of “challenged” to “high-performing”. High performing teams can certainly serve as a blueprint for others to follow, but they may be challenged to hold themselves accountable to continuous improvement. Some struggle, however, creates opportunity for learning and growth.

Learning, and utilizing that learning, are of paramount importance in any stage of Agile. Early in an Agile transformation, however, they are going to be the keys to unlocking success throughout the rest of journey. Each team, each product, should be self-identifying improvement opportunities through an official sprint retrospective or similar ceremony. Takeaways from those teams should also be reviewed by transformation and organization leaders to look at the takeaways’ context in broader organizational terms. It will take time for themes to emerge, and the organization should not rush to expand Agile practices until improvement opportunities are identified and able to be incorporated by existing teams and established as a baseline for future teams. The importance of not rushing to spin up new Agile teams and products, and alternatively possibly pausing to assess progress, cannot be overstated. Rolling out Agile too quickly can overextend or nullify the transformation’s support infrastructure, which then risks a game of “whack-a-mole” trying to keep practices and mindsets from sliding back to tradition and familiarity.

Having the right support infrastructure in place will help keep a mind toward progressing and evolving Agile practices. There should be no doubt, teams, stakeholders, and other organizational members will require coaching and guidance, and there must be qualified individuals in place to continually address those needs. Left alone in the Agile jungle, teams and those working with the teams may revert back to whatever practices were in place prior to Agile rather than utilizing Agile to overcome the obstacles and challenges before them. Transformation may often feel like a tug-of-war trying to keep individuals and groups moving forward rather than seeking the comfort of what was in the past. The best tools for navigating the discomfort of an in-between are patience, persistent coaching, and continuously affirming direction.

I already said that “Agile is change”, and we know change is uncomfortable. People do not like existing in that zone for any amount of time. The obvious rub with an Agile transformation, however, is that transformations may not be quick to go. Change leaders, organizational leaders, and Agile leaders all need to preach and exemplify patience, which is an acceptable mindset if those living the change can see there are goals and they are moving toward those goals, that there is progress. Progress is facilitated by persistent coaching. Each iteration, each community of practice, and each discussion is a coaching opportunity to build buy-in of a shared goal and refine practices. Then ultimately, leadership must recognize the efforts being put forth and the uncomfortable, transitory nature, and reaffirm why the transformation exists and where it is going. Nobody should feel as though they are on an island in what they are experiencing.

Start small. Be patient. Remain focused. Despite sprinting being an Agile buzzword, there is no running out of the gate when it comes to an Agile transformation. Organizations, and those working through the change, only need focus on crawling, then walking, and then maybe, when the Agile legs are strong enough, can they run. Take the baby steps. Then, admire them, and celebrate.