Agile Change or Adoption Always Starts with Why

Your organization has decided to become more “Agile.” Why? As we learned in a previous blog post, “Because Our Competitors Are” is not a valid – or sensible – reason.

Before embarking on a change, adoption, or improvement program, you need to know the rationale behind that decision. So… why Agile?

Group of people - licensed from Photodune
Group of people - licensed from Photodune

A traditional approach to answering this question might see the executive team going off-site for two to three days and holding a workshop where they decide why they should be Agile, then design an adoption strategy, and then summarize the whole thing in a few sentences to be sent out in a memo.

Typically, large-scale change initiatives have a lot more ceremony, more meetings, and more setup than this. However, there are several key failings, including that they involve only a select few executives in the envisioning and decision-making process, and they attempt to plan for the long haul.

There are dozens of examples in our industry of failed change efforts that have cost billions of dollars and proved that this approach doesn’t work. At Nokia, Stephen Elop issued the famous ‘burning platform’ memo in 2011, and yet two years later the company was sold to Microsoft. In 2013 Avon had to write off $125 million[1] of work that built an enterprise software implementation which drove representatives away. This was change that failed to help the very people it was intended for.

These and other failures involve some combination of the following:

  • Why - The “Why” isn’t understood by most of the victims of change.
  • Strategy - The “Strategy” created by the executive group doesn’t make sense to all of the people doing the work.
  • Ownership - People at the edges of the system (who do most of the work) feel no ownership of the change.
  • Connection - The strategy doesn’t appear connected to the problems that the people at the edges of the system are experiencing.
  • Improvement -The strategy appears to improve the lot of the executives, but not of the doers.
  • Culture – The change doesn’t fit the organization culture.
  • Leadership – Top level is asking for change but doesn’t appear to be involved in making it happen.

To be effective, Agile organizational change needs to… well, involve the Organization! Not just the executives who have made the decree, often without fully understanding what the goals of the change are. This shouldn’t be a quick decision made at a two-day corporate retreat. It needs to be an ongoing effort to figure out the “why” collaboratively and share it effectively, being mindful of some essential ingredients.

We address those ingredients in the next blog post: Agile Change or Adoption – the Steps to Go from “Why” to “How”

[1] Avon’s Failed SAP Implementation A Perfect Example Of The Enterprise IT Revolution – Ben Kepes: https://www.forbes.com/sites/benkepes/2013/12/17/avons-failed-sap-implementation-a-perfect-example-of-enterprise-it-revolution

Image attribution: https://photodune.net/

Mark Levison

Mark Levison

Mark Levison has been helping Scrum teams and organizations with Agile, Scrum and Kanban style approaches since 2001. From certified scrum master training to custom Agile courses, he has helped well over 8,000 individuals, earning him respect and top rated reviews as one of the pioneers within the industry, as well as a raft of certifications from the ScrumAlliance. Mark has been a speaker at various Agile Conferences for more than 20 years, and is a published Scrum author with eBooks as well as articles on InfoQ.com, ScrumAlliance.org and AgileAlliance.org.

Get Certified

Explore what Scrum is and how to make it work for you in our Scrum Certification training. Hands-on learning will guide you to improve teamwork, deliver quick feedback, and achieve better products and results.

Registration is now open for workshops:

About this course

Focuses on the role of the team and the ScrumMaster. Get the skills and practical experience necessary to improve teamwork, take the exam, and advance your career with a certification that is in high demand today. Often the best fit for anyone new to Scrum.

Learning and Benefits

Relatable Scenarios

Learn on-the-job applications of key Scrum concepts, skills, principles, along with practical solutions that you can apply the next day for difficult, real-life situations.

Respected Certification

Everything you need to earn your Scrum Alliance® ScrumMaster certification, including exam fee and membership, and so much more.

Practical Exercises

With focus on the challenges that real teams face, and tools to dig deeper. You don’t need more boring Scrum theory. You need something you can sink your teeth into to see immediate results.

Jargon-Free Learning

This workshop is not just for software development or people with a computer science degree. We’ve helped many non-software teams with Scrum.

Career Advancement

Use Scrum knowledge to standout at work, get paid more, and impress your customer, all without burning out.

Ongoing Support

Our active Scrum community forum is a safe place to ask questions. Long after you earn the Certified Scrum Master certification, you will have access to the forum, course materials, and additional valuable resources.