Most of our clients ask us to help them reach a level of ‘self-sustaining’ Agile, i.e. with minimal dependency on external consultants. This level of Agile adoption requires the organisation to achieve a level of true continuous improvement with an effective way to bring in ideas from the rapidly evolving Agile world.
Our training and coaching is aimed at building the skills, curiosity and energy of individuals to implement these ideas and rapidly adapt when they see the results of their trials.
However, making this an organisational habit requires mechanisms to encourage the rapid adoption of ideas, the spreading of experience and permission to ‘fail’ and learn fast.
Sustainable Agile may benefit from dropping the term Agile. Instead focus your energy on establishing a new way-of-working, incorporating as many of the Agile principles as add value in your specific context.
Agile is ‘open source’ – the ideas and latest case studies of this rapidly evolving approach are available to all. Our clients’ challenge is how to continue to bring these ideas into their organisation, without paying consultants to do the job for them.
Most organisations have people who develop a passion for some aspect of Agile. How can you nurture their interest and spread the enthusiasm?
We help clients create vibrant ‘communities of practice’ to spread knowledge horizontally, bring ideas in from outside, support other advocates and establish a voice to challenge the status quo and continue to bring about change.
Communities of practice require explicit support, in the form of time and money as well as recognition and encouragement.
Learning from failure
At the cultural level, how does your organisation respond to bad news and failure?
Agile is good at making existing organisational dysfunction more visible. However, if the culture is to condemn this dysfunction rather than see it as opportunities to improve, then Agile is not going to deliver its potential.
The Agile mantra of ‘fail fast’ is counter-cultural in many organisations. RippleRock help to show how this enhanced visibility will speed up the improvement process. Using Lean techniques, we enable you to see and tackle the root causes of problems.
Aligned and sustained
Aligning job roles, titles and career aspirations is another challenge to embedding Agile.
RippleRock help to explore and resolve questions like; the role of the PMO, the career progression of Product Owners, recognition programmes and the allocation of budgets, all of which can hinder the sustained adoption of this new way of working.
We will help you explore which areas need your attention and which can be left for later.
To contact RippleRock and learn more about how we can help you, email us at firstname.lastname@example.org