12 Principles behind an Agile Enterprise


The turn of the century holds great opportunities: Increasing complexity, rapid changes, and digitization challenge employees and companies. Customer focus, networking and a wide range of knowledge are essential requirements for a successful change in the entire organization. Agile Thinking promotes agile enterprise and action in the relevant field by building an understanding, experiencing agile practices and using values ​​and principles to develop a synthesis between the current and the new agile enterprise world. The goal is to gain a common understanding throughout the organization to quickly identify opportunities and risks.

  • Customer Satisfaction and foremost – The highest priority should be is to satisfy the customer by delivering high-value features quickly and on a regular basis. This first principle should inspire the company that wants to become an agile enterprise by adding the notion of value to the classic return on investment. Even if a feature does not gain a lot of customers if it has an impact on its image is positive for the organization.
  • Adaption to Change – Welcome positively changes in needs, even late in the project. Agile solution leverages change to give the customer a competitive edge. Teams must be able to adapt quickly to the sometimes conflicting demands of their customers or to the demands of the market, which is changing faster and faster. In this context, the role of the organization is to help the teams to adopt the culture of adaptation, rather than to fix them in rigid processes.
  • Regularly questioning the position of the company – Frequently deliver operational software with cycles from a few weeks to a few months and a preference for the shortest. It identifies 3 areas of vigilance: ensuring that the strategies of employees are in line with that of the company, regularly analyzes the skills needs and raise the blocking points in the deployment of projects.
  • Conduct Projects Collaboratively – Users or their representatives and developers must work together daily throughout the project. Projects must involve all stakeholders including the end customer for a decision to be truly applicable. And employees often have the most informed perspective on the right choices to make on a product.
  • Involve Employees – Involve your employees and provide them with the environment and support them with the need and trust them to achieve their goals. To involve employees, it is necessary to listen to them, to know them and, above all, to trust them. Employee engagement is facilitated when they feel they are involved in decisions and part of a collective project.
  • Focus on Face-to-Face Exchanges – The simplest and most effective method of conveying information to and within the development team is face-to-face dialogue. The overabundance of emails drowns employees in an ocean of in obesity.
  • The most important thing is the product works – Operational software is the main measure of progress. Regardless of the process or decision-making process, the best way to progress a project is to see its progress operational.
  • Know where you are going – Agile processes encourage a sustainable pace of development. Together, sponsors, developers, and users should be able to maintain a constant pace indefinitely. It is essential to remain in control of the project and to be aware of the workload necessary to achieve its objectives. The latter must also be attainable, under penalty of exhausting the teams in vain.
  • Quality & tailor-made – Continued attention to technical excellence and good design strengthens agility. The customer is king; it is not new. The quality of the product is essential, as is the quality of the relationship with the customer. You have to be proactive in proposing tailor-made solutions.
  • Make it simple – Simplicity is the art of minimizing the amount of unnecessary work is essential. How many projects have fallen due to abstruse processes? The agile method, through for example daily scrums, makes it possible to circumvent blockages and remove superfluous steps.
  • Let the teams self-manage – The best architectures, specifications, and designs emerge from self-organizing teams. Self-organization in project mode makes it possible to associate external service providers when needed. The team is best placed to know how to do it. Managers are not there to control their work, but to help maintain cohesion.
  • The team must improve – At regular intervals, the team thinks about ways to become more effective, and then adjusts and changes their behavior accordingly. An autonomous team does not need to consult with their hierarchy for the slightest decision. It must also be able to question its functioning to improve it permanently.

Bottom Line

Adopting agility requires a level of flexibility, inclusivity and, above all, trickle-down C-level support and behavior modeling. Not every organization has the appetite and adaptability to go down this path. But for those that do so successfully, the reward is a competitive edge in the digital economy.

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