How does your working style inhibit or enhance the company’s development into a modern, nimble, or otherwise agile organization?
Companies are pouring money into “digital” transformations, focusing effort and precious company resources at the team, or worker, level. But time after time, the results are not as promised by the big consulting firms. What’s going on here?
To understand the situation, we need to look at the system around the team(s). It doesn’t matter how much change you make at the lower levels of the organization, if the leaders, at all levels, don’t understand, appreciate, and support the effort, the changes will be short-lived and lack-luster. The result, as Steve Denning says, is a lot of DOING agile, but not much BEING agile.
So think about your day-to-day actions, your management and leadership philosophies, and the pressures you feel from above. How are they impacting the abilities of those around and below you to work in a truly agile way? What’s one thing you could change about the way you work that would positively impact your organization’s ability to not just DO agile but to BE agile? And when will you do it?
Inspiration article: https://www.forbes.com/sites/stevedenning/2022/07/29/why-agile-teams-need-top-management-support/?sh=5178ab257410
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