How Can Teams Become An Engine To Power Agile Transformation
Scroll to top
Get In Touch
Lane 4, PDA Colony, Porvorim Goa
[email protected]
Mob: +47 463 83 473
Project Inquiries
[email protected]
Mob: +47 463 83 473

How Can Teams Become An Engine To Power Agile Transformation

Every business is centered on its people, and they are essential to implementing change inside your company. Teams may become the engine driving transformation throughout your organization with a strong foundation in agile methods. 

Many businesses, however, struggle to implement change that goes beyond the surface level. It is insufficient to represent agile transformation and changing employees’ job titles to scrum masters. Teams must acquire a new mentality and work together to adopt a new culture in order to truly effect change.

Why do many agile transformations fail, and how yours will succeed?

In this post, we’ll look at the three primary challenges teams face when undergoing an agile transformation and offer practical solutions. The foundation for creating a more adaptable and dynamic workflow will be established by completing the first two challenges, which need a thorough understanding of agile methods.

The third challenge focuses on a leader’s responsibility for easing this transition by developing a fresh approach and exhibiting bravery and faith in your team in the face of adversity.

Proof points are offered at the conclusion of each challenge to assist you in measuring the adoption of agile techniques in your team because we believe in living up to what we preach. When you pinpoint these issues, it means your team is prepared to move on to the next stage of change.

Challenge #1: Setting Milestones For Measurable Goals

The goal of agility is to make your teams more adaptable and quick in achieving your broad business objectives. However, a lot of businesses are having trouble getting the outcomes they want.

This is frequently the result of teams working more quickly but less intelligently. Even if you may have changed your workflow, your objectives remain the wrong ones. Or maybe abandoned goal-setting entirely while organizational changes were taking place.

Set a clear destination, but be open as to how you get there

Agile thinking is appealing because it is adaptable.

Consider your company’s objectives as you would a place on a phone map. You must have a clear understanding of your destination in order to arrive there. a precise location where you can determine whether you hit the target or not.

Once you’ve chosen your course, you might encounter a surprise along the way. Your destination won’t change even if you have to take a detour to avoid traffic or plan a route that solely uses side streets.

Similar principles apply to agile thinking. Instead of working toward a series of milestones as a step-by-step procedure to your ultimate destination, establish flexible, measurable goals in diverse teams that are relevant to the business.

To increase client conversion, you can decide to adopt a new CRM system, for instance. In the past, you may have asked, implement the new CRM system in Q1? How will you gauge the specific contribution you made to the rise in overall conversion once Q1 is over? 

Implementing the CRM system was really a pit stop. Setting a specific objective, such as “achieving a 5 percent increase in conversion,” has a quantifiable influence on your organization and can be accomplished in a variety of ways. By doing this, you can be certain that your team is focusing on objectives that will directly impact your end result.

Proof points of success

– You should observe that business outcomes are attained more quickly and effectively.

– Members of the team are continually aware of the measurable goal and how their job fits into it.

– No project is started without a specific objective in mind.

– Based on measurable results, work is reprioritized and given higher priority.

– Performance indicators are regularly assessed.

how to set agile goals for your teams?

Challenge #2: Embracing Agile Retrospectives

The value of agility comes not in a single transition to a new method of functioning, but rather in the capacity to make gradual, ongoing alterations in response to ongoing learning.

Agile sprints provide for a natural cycle of reflection and correction, but these retrospectives can only have an impact if they are actually carried out. Many businesses review their work but do not put their learnings into practice to maintain a cycle of ongoing improvement.

Agile operations require retrospectives.

They give you the option to use real-time data to enhance your workflow. Your team may identify inefficiencies and alter actions to become quicker and more efficient by periodically taking a step back and examining both the good and the bad. Your team will embrace the fundamental principle of agility and become more dynamic and responsive by embracing continuous improvement.

Retrospectives must be more than a just symbolic component of your process in order to be effective. Teams require time, leadership trust, and motivation to change their behavior in order to be able to accomplish these improvements.

Accept agile retrospectives with the understanding that trying something new takes time and that the road to success is frequently everything but straight. Giving teams the freedom to experiment and even fail in the new process is important since learning a new skill is always more difficult than doing things the same way you always have.

Teams will get used to change with time and practice, and your transformation will succeed because of continual improvement.

Proof points of success

– The backlogs of the team’s projects include improved work.

– Better measures for velocity and quality are evident.

– People are more willing to try new things these days.

– Feedback is provided frequently and openly.

– Only pertinent stakeholders are invited to participate in retrospectives (e.g. people who are directly involved in the work).

– A record of lessons learnt is accessible.

– A list of enhanced procedures is available.

Challenge #3: Is the leader supporting change?

Agility frequently evokes the assumption that the transition to self-organized teams necessitates less leadership involvement. To ensure that teams successfully adopt agility, however, the leader’s involvement in fostering these changes is truly crucial.

Both the individuals in control and those on the ground must put in effort to pursue quantifiable goals and implement retrospectives. It takes guts to lead your team through a successful change, but it also demands acceptance of the fact that you will need to acquire a new way of working.

Adopting the mindset of measurable goals

Only by changing the leader’s attitude and actions can measurable goals be pursued and milestones be abandoned. After all, what distinguishes a leader from others is their capacity to create objectives and link people to them. Leaders must be able to first establish these objectives from an agile perspective so that teams will know what to pursue.

At first, you might feel uneasy about this. It can be challenging to pinpoint the source of your success because leaders are frequently excluded from the essential steps. Like learning a new talent, your initial attempt might not be successful. But with time and effort, you’ll master the art of charting a clear course towards objectives that significantly affect your company.

To help you achieve this mindset, here are some practical tips you can apply:

Establish your department’s or organization’s definition of success by posing queries like, “How do I know when I’m successful?” and “What specific adjustments result in better outcomes?”

In order to improve your work, get input from trusted team members. You may do this by asking them questions such as, “Are your goals clear enough? ” and “Do you realize why these goals are important?”

Retrospective implementation involves embracing ongoing change, which can be unpleasant and even demoralizing for teams when the anticipated outcome is not immediately realized. The same will be true for your shifting teams because learning new abilities takes time before you master them.

The leader’s responsibility is to close this knowledge-to-success gap and to guide the group through choppy waters, rain or shine.

In order to do this, leaders will have to be willing to trade potential short-term annoyance for potential long-term gains. Making the change will take fortitude in the face of uncertainty because it is not an easy one. However, leaders become a road map for teams to follow to success by demonstrating a sincere belief in your people and the change process. Here are some helpful pointers you might use while you travel the challenging path ahead:

Offer suggestions. Trying something new naturally puts extra expectations on teams, and if they don’t feel like they have a say in the process, it could cause resentment. Invite people to jot down any inefficiencies they notice and suggestions for how to streamline the procedure in order to prevent this. In this manner, time does not seem to be squandered even when you confront obstacles.

Speak to their experience; when something has been done previously, it is always simpler. Use successful transitions as models and remind teams that they have handled them in the past. Having a favourable example from previous experience will motivate people to push through the learning curve that all transitions entail.

Be mindful of your organization’s human component as you implement change. People need room for trial and error if they are to successfully implement change. Those that accept failure and utilise it as a teaching opportunity to improve their procedures are the leaders who are successful in transforming their teams.

how can leaders bring about agile transformation

Proof points of success

– Results will be attained more swiftly and effectively.

– No project is started without a specific objective in mind.

– It is easier to receive criticism.

– “How can I assist you in achieving this quantifiable goal?” you hear yourself asking.

– “Don’t worry that this concept didn’t work out,” you hear yourself saying. What did we discover as a result?

Choosing the right team for Agile transformation

By using agile techniques at the team level, your transformation will be fueled, and this blueprint cannot be implemented without the correct team. The most effective team is a multidisciplinary one that includes all the components needed to add value.

This calls for experts in marketing, sales, operations, business growth, IT development, and security.

Next, picking the appropriate department to fine-tune your agile workflow can assist the organizational level transformation go more smoothly.

The correct team must have the freedom to experiment while still delivering a realistic picture of how the change will manifest itself throughout the entire organisation.

Teams that have little influence on critical operations when they fail but generate income when they succeed are the best candidates to lead an agile transformation. Consider the product development, marketing, or new business teams.

Teams that are a “playground” for new ideas and would not provide a realistic translation to the rest of the business are ones that may not result in a smooth transfer. Consider R&D or innovation teams.

The next problem is scaling the transformation once it has been started at the team level. In the following article, we’ll examine how to increase speed by bringing a comprehensive, multidisciplinary perspective to larger organisational units.

Building an agile methodology foundation within your teams can help your business’s core drive transformation. Agile transformation necessitates a commitment to change at every level, which can provide unforeseen challenges for teams.

You can assist your staff in navigating these adjustments and implementing these practices in a way that will revolutionize the way you conduct business by utilizing this article as a guide.

Need time and expertise in achieving agile transformation? Let’s talk!

Contact Kilowott, Kilowott number, Kilowott email, Kilowott Sales
Author avatar
Leon Lawrence
The writer, straddles marketing, advertising, and content, with a love for crafting brand narratives, agnostic of media or platform. With nearly a decade of experience in leading the marketing function at Seynse Tech - a Fintech startup & Synapse Communications, Leon is a seasoned marketer/tech nerd, having created communication for diverse industry verticals; from Fintech, BFSI, Tech Startups, and pretty much everything in between. When not working, he shares a glass a bourbon or two, couched on a bean bag playing FPS video games or binging on Better Call Saul with family.
We use cookies to give you the best experience.