Start with, "Why agile?"

Tech startups are shaking up every industry. They know how to build software - they can learn how to apply it to your industry. Uber learnt how to run taxi firms. Monzo learnt how to run a bank. Tesla learnt how to build cars. All of them started as technology firms. As they enter stagnant industries, consumer expectations rise and incumbents panic. Money is thrown at the problem. As the innovation increases, so the problem intensifies. The problem however, is misdiagnosed. This isn’t a technology problem. This is an agility problem.

Deliveroo don’t have wizards coding in unknown languages. Airbnb don’t have magic hardware they give to homeowners. Strava haven’t created smart-trainers. These startups aren’t using secret technology, they don’t have smarter people in them, nor do they force their employees to work any harder than any incumbent. The difference between a startups and incumbents is the culture. More specifically, it’s the way people think and how they organise themselves, from the top down.

They are obsessed with value. They focus on the user. They test and learn, finish things, think in systems, align direction. They are agile, and this is how they come to dominate industries. But this isn’t the place to start.

The problem many organisations hit when starting on their agile journey is starting with what. What are we doing. What are the practices we should follow? Sprints! Scrums! Put things on the walls! These practices are likely to infuriate and frustrate, unless the underlying concepts and need for change is understood. Don’t start with what.

Organisational Level

When it comes to agile, most organisations start with what. Some good ones start with how. To be most successful it’s best to start with why, so that we enter this journey inspired. Why should we be an agile organisation? 8 years on from “Software is eating the world”, this is clearer than ever. We see agile organisations shaping the future, whilst those struggling to embrace change struggle to remain viable. This isn’t just something large B2C companies should worry about. This is appropriate for all types of organisations:

• not-for-profits and charities digitising existing services to meet modern user expectations
• government departments competing with private services to prove their value and stay relevant
• educational institutes trying to keep up with student expectations and keep up with their rivals

To remain current and to secure the organisation's future, we have to embrace change - we have to embrace agile.

Individual Level

Once the need is understood by the organisation, "why agile" has to be understood by the individuals. Rushing into how without first understanding why leads to a demotivated, frustrated, cynical workforce. Starting with why means the people in charge of doing the work have the big picture and the context to make agile work in their context. Helping individuals find their why is a tricky thing to do, but when it's done right it's transformative.

Agile Training by Torchbox

At Torchbox we offer agile training and consultancy to help guide individuals and organisations through their agile adoption journey. If you'd like to find out a bit more about how agile can benefit your organisation, talk to us. If you're interested in shifting the dial through empowered people, prepared for the future, talk to us. But when we talk, don't talk to us about the specifics of the what you want - talk to us about your organisation - your vision - tell us your why.