A fundamental question here is do we need culture change to:
- Be able to implement Agile, or
- To produce real value from Agile implementation
Point-2 is where we should aim. We can have point-1 addressed in the form of implementation of a certain Agile framework with its accompanied ceremonies but yet everyone wonders how we improved.
After reading the Cutter’s blog post here by Christopher Avery I had my own reflections in the next concept map.
- As change you should stop asking management to change but instead you be the change yourself.
- Sharpen your management skills and avoid getting distracted in technical practices.
- Play the role of Agile manager starting with observation without introducing changes.
- Maintain Improvement Backlog and watch for improvement opportunity.
- Introduce change carefully and succeed.
- Collaborate with the rest of managers in the organization to enrich and strengthen Agile management movement. Work with them to effect change at the department level.
- The ultimate success happens when executives adopt iterative management framework instead of linear management.
- Establish relationship with executives at highest possible level. They will support your Agile change initiative and therefore help the organization brings the highest possible value from becoming Agile.