Why Agile Matters in 2018
by Lisa Hershman
The majority of Scrum professionals are involved in an ongoing Agile transformation, and of those not currently involved, more than half anticipate one to come, according to the State of Scrum 2017–2018. (Figure 1)
For the first time, this year’s State of Scrum report included data on Agile transformation. The numbers confirmed what we’ve long heard throughout the Scrum community: Agile transformation is here, and it’s only going to grow.
When we asked what prompted organizations to take the Agile leap, unsurprisingly, process-oriented issues were the leading factor. (Figure 2)
I say “unsurprisingly,” because I’ve been working with businesses for over a decade now, helping them transform their processes for better, faster and more economically beneficial outcomes. There’s a stubborn idea out there that good businesses must be built on a foundation of protocol, stark hierarchy and organizational methods reminiscent of the industrial era.
Agile transformation is here, and it’s only going to grow. (Click to tweet)
But we’re not in the industrial era any longer. We’re in an age of advanced capitalism and digital transformation. And when it comes to evolving the workplace to match our era’s rapidly shifting digital demands, corporate evolution demands Agility. In fact, there’s nothing more natural: Agile was born in the IT and software department. Its methods will be adapted and scaled differently at the organizational level, but its philosophy remains consistent, having been perfected after decades spent in the IT department’s proving ground.
I’m often amazed that organizations still consider Agile a risk. In the digital age, the only real risk is to remain stagnant — failing to adapt quickly enough to meet the needs of a changing workforce, or satisfy the ever-shifting expectations of a growing consumer base.
I’m often amazed that organizations still consider Agile a risk. In the digital age, the only real risk is to remain stagnant. (Click to tweet)
The number one factor that halts successful Agile transformation is static organizational design and culture. (Figure 3) But it’s important to remember that Agile transformation isn’t just about replacing old processes with new ones. You’ve heard the one about how the palm tree survives the hurricane: to successfully do Agile, you have to create an accepting, adaptable, flexible workplace culture. Agile CEOs facilitate organizational dynamics that embrace fluidity, creativity and rapid recalibration to adjust to changing demands.
Backed by the measurable, quantitative data from the 2017–2018 State of Scrum Survey, I am now more confident than ever that organizational Agility is modern business’ new bread and butter. It’s the answer for companies who continue to feel lost at sea amid fluctuating demands and new technology, and it’s their best shot at staying right side up throughout a hurricane of digital transformation.
Lisa Hershman is the founder of Denovo Group and was interim CEO for Scrum Alliance throughout 2017.
