Workers that do not work within the agile methodology see their counterparts make decisions, have fun and freely create their own work conditions because no one tells them how to do it. The main cause of those tensions is the existence of two different “board game rules” in the same company. It is important to note that the agile methodology is nowadays mostly used in the IT departments, which sometimes creates tensions between the agile teams and the other workers/employees.įor example, the agile team may require to budget more often that will drive the financial department crazy because they are still working on the old methodology. Yet with time, training and coaching the agile methodology starts to change the way people interact. It also means a big change for the leaders: they must let go of control. The new methodology gives employees, who are doing the real work, freedom to do what they do best on their own term. The communication in this game is two-ways, which enables quick change and adaptation.Įxplained like this we can understand why a lackadaisical innovation exists in the old methodology. The one person who makes sure that the rules and roles are respected is the scrum master. An important idea is that one can learn from failures and incrementally improve upon one’s work. A special attention is given only to the quality of their work. They organize themselves to achieve it, there is no one who gives them specific order all the time or tell them how to achieve their goal. This time, the workers are informed by a specific person (product owner) about the goal they need to pursue. In the new board game, there are now more rulers. This makes any changes from the workers almost impossible to identify. The communication is in one-way: “Top-Down”. The workers are told what to do without being explained what goal is being pursued. On their side, workers are not aware of all resources available to them and they usually have to compete with other departments to get the ruler’s attention and resources from the leaders crew. The ruler is isolated from the workers (team members). He gives orders and expects results in a precise time frame that leads him to control every move or ask for reporting from his leaders crew (Team and department leaders). He has sometimes expectations that cannot be met but he is deaf and blind to (suggestions, explanations, options), which makes communication difficult. He is placed at the top of a pyramid, far from the reality of implementation. In the old board game, the ruler or CEO is the person with a vision of what should be done. The goal of companies using the agile methodology is to is to satisfy customer needs by creating a competitive advantage thanks to speed, adaptability, multifunctional teams and transparency. In the agile methodology, the rules and conditions are changed but the employees remain the same. Let us build an analogy between the agile methodology and a board game to understand its impact on companies that implement it. The roles and rules connecting employees in the agile methodology change several aspect of the corporate life. It opens companies to a brand new way to manage innovation and value creation. The Agile methodology has gained the interest of multinationals because of its capacity to create digital & non-digital products in a much faster and sensible way compared to before.
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