I think we really need to answer this question again! If we live it and use it in the right places, agility is something wonderful. Unfortunately, the terms “agility” and “agile way of working” are used inflationary nowadays and hardly anyone realizes what it really is.
Thousands of Youtube videos, websites and consultants explain and preach agile methods, agile project management, agile teams and favorite methodologies like Scrum, Design Thinking, Lean Startup and many more. In fact, it almost never describes what agile really is, or what the core of agile working really is.
What does agile working mean?
When we read definitions like: “The word agility stands for a flexible, proactive and initiative way of acting and it is precisely on this that the concept of agile working methods is based: Instead of sticking to outdated processes, it’s about high flexibility, quick action and the willingness to think innovatively.” then this is true, but even this definition basically only describes the consequence of working agile. At its core, however, agility primarily means a specific characteristic:
We only talk about the consequences of agile working
For example, if we look at a team conducting an innovation project using design thinking from the outside, we see the following:
- There is no linear process, but an iterative, rather bouncing work between different work packages
- The team acts very flexibly and makes many rather small decisions
- Participants avoid waste, while at the same time being very curious and experimenting
- The team adapts autonomously to changing conditions
- Somehow everyone is always in a good mood, no matter if an idea works or not
- Project performance is higher than in classic projects
- and much more
In fact, we could continue the list of our observations of an agile team and come to conclusions like: agile working works, agile teams work very efficiently and we think we know what agile working means – unfortunately far from it – we only see the effects when people behave agile and live agile working.
Agile working – the secret
The essential and clear core of agility or of being agile are 3 simple things:
- Always be focused
- always be positive
- always be fast
That’s all it’s about! The moment participants of a project are like this, all the mentioned positive consequences and effects occur almost automatically.
If we transfer this core of agile working, this means concretely for our way of working in projects:
- No matter what time of day or night you approach a project participant, they are always focused. He knows both the project goal and his daily goal concretely, clearly and is reflective about it.
- Whether an idea works or not, participants stay positive and in a good mood. If an idea works, we are happy because it works – if the idea doesn’t work, we are happy that we have learned something and can now make our idea better.
- No matter what the circumstances are at the moment, we remain fast or continuous in our work. In agile work, this leads us to avoid obstacles that stand in our way and not to remain in front of them. Pausing in front of obstacles leads in almost all cases to a breakdown of the momentum and thus to great additional effort to get back into an efficient flow.
How can we support agile working?
At this point, I could write practically endlessly about agile working methods, as it is simply a large topic area. However, I just want to briefly talk about very established working principles and methods that really help to internalize agile working faster.
Timeboxing with short reflection pauses
Timeboxing is originally a time management technique in which work tasks are organized into set time units called “boxes.” Each task is assigned a specific time frame within which it must be completed. The idea behind it is to increase productivity by setting clear time limits and focusing on the task at hand without getting distracted.
The process of timeboxing is simple:
Step 1: First, identify the next task to be done and synchronize it within the team.
Step 2: An individual time window is set. (Typically between 15 minutes to 1 hour)
Step 3: The team works on the task until the time is up. It is critical to stay fully focused on the task at hand during this time and minimize disruptions.
Step 4: When the time is up, the task is paused, regardless of whether it is fully completed, and the team starts a short reflection break – 3 minutes maximum. During this break, the team reflects on the results of the work and perception of the work of the expired timebox. The critical question here is, “How are we doing with the timebox results and work package?”
Typically, there are only 3 major reflections or decisions here:
- We are top satisfied with the results and it feels “done” – deduction: we move on to the next work package with a new timebox.
- We are top happy with the results and it feels “unfinished” – deduction: we stay in the current work package and add another timebox.
- We are dissatisfied with the results – Derivation: We go back a bit and make a new start with a different/earlier work package, changed parameters and with a new timebox. The question here is: Where do we have to go back and which parameters do we have to change to be more successful in a second attempt?
Timeboxing offers several advantages. It promotes efficiency by deliberately focusing on tasks for specific periods of time. It increases productivity because you don’t get distracted. It also helps to stay focused, positive and fast.
There are several tools and techniques that can help with timeboxing. For example, you can use a timer to keep track of time, or special apps and software to manage tasks and time limits.
Identify and specifically overcome obstacle effects
In my experience, agile working or agility does not fail due to a lack of knowledge, but rather due to obstacle effects and dysfunctionalities in the team. To make innovation and agile working possible, we have already addressed relevant obstacle effects in our book“The innovator’s dictionary” and shown which methods can specifically alleviate or eliminate which obstacle effects. Here is a list of obstacle effects that prevent agility and agile working:
- Disruptive group clown
- Lack of appreciation
- Dysfunctional silent
- Competitiveness and fear of losing power
- Fear of criticism and rejection
- Lack of common direction
- Too weak trust in the team
- Idea bunkering and secrecy
- Too many streamliners
The agile manifesto
In addition, the agile manifesto should also be mentioned at this point, which has expanded its significance as a guideline far beyond software development. The agile manifesto has had a lasting impact on the way software is developed and how innovation is done, and is now one of the foundations for agile methods such as Scrum, Design Thinking and Kanban. Reflecting on this foundation can be incredibly beneficial to an agile way of working.
The agile manifesto is a statement of the principles and values that form the basis of agile software development methods. It was created in 2001 by a group of software developers known as the Agile Alliance. The manifesto contains four core values and twelve principles to help focus on effective and flexible software development. The four core values of the agile manifesto are as follows:
- Individuals and interactions more than processes and tools: Agile methods place great emphasis on collaboration and communication between team members. Team member interaction and collaboration takes precedence over rigid processes and tools.
- Working software more than comprehensive documentation: The main goal of agile methods is to deliver high-quality software. While documentation is important, the emphasis is on creating working software and continuously improving it.
- Collaboration with the customer more than contract negotiation: Agile methods promote close collaboration between developers and customers. Intensive collaboration and feedback loops ensure that the developed software meets the requirements and needs of the customer.
- Responding to change more than following a plan: Agile methods accept that requirements and circumstances may change over the course of the project. Emphasis is placed on being flexible and responsive to change to maximize customer value.
The twelve principles of the agile manifesto are an extension of the core values and provide more concrete guidance for agile software development teams. For example, they emphasize the importance of regular delivery of software, continuous feedback, self-organized teams, and regular adjustments to the approach.
Success stories about agile working in practice
Last but not least, the question is certainly allowed “Are there any real success stories to be found that prove the effectiveness of agile working and agility?” The answer is yes! Here are just a few examples:
- Spotify: Spotify has adopted what it calls the “Spotify Model,” an agile work methodology based on small, autonomous, cross-functional teams. This model has allowed Spotify to quickly adapt to market changes and develop innovative products.
- Zalando: The online fashion retailer Zalando has implemented an agile transformation to improve its processes and strengthen its market leadership. By introducing agile methods, Zalando was able to shorten time-to-market and increase customer satisfaction.
- ING Bank: ING Bank has undergone an agile transformation to improve the way it works and become more efficient. It has adopted a methodology called “Agile at Scale,” which aims to apply agile principles across the enterprise. This has enabled the bank to increase its speed of innovation and improve its competitiveness.
- Amazon: Amazon is known for its agile approach and rapid rollout of new products and services. The company relies on cross-functional teams and short feedback loops to respond quickly to customer needs. This agile approach has helped Amazon become the world’s largest online retailer.
- LEGO: The LEGO Group has implemented an agile transformation to improve its product development and become more innovative. By using agile methods, LEGO has been able to shorten the development time of new products and achieve higher customer satisfaction.
- Netflix: Netflix has made its business strategy agile and focuses on continuous innovation. The company uses agile methodologies such as Scrum and Test-Driven Development to rapidly develop new features and content. This approach has helped Netflix establish itself as one of the leading providers of streaming services.
- Airbnb: Airbnb has developed and continuously improved its platform using agile methods. The company uses agile principles such as iterative development and regular user feedback to adapt its platform to users’ needs. This has allowed Airbnb to expand its offering and achieve a strong market position.
- Google: Google has integrated agile working methods such as “Sprint” and “Design Thinking” into its product development. The company fosters a collaborative and experimental work culture that emphasizes rapid iteration and fast learning. This agile approach has enabled Google to develop innovative products such as Gmail, Google Maps and Google Drive.
- Adobe: Adobe has undergone an agile transformation in recent years to accelerate its product development and make it more efficient. The company has introduced agile methods such as Scrum and Kanban and formed cross-functional teams. These measures have enabled Adobe to shorten time-to-market and bring new products to market faster.
- Toyota: Toyota is known for its agile production model, known as the “Toyota Production System.” The company has integrated agile principles such as continuous improvement, just-in-time production and effective teamwork into its manufacturing processes. This has enabled Toyota to increase productivity and achieve high quality standards.
In my opinion, these examples illustrate how companies can greatly increase their responsiveness, innovation and customer satisfaction by adopting agile ways of working.
“Agile and agile working makes the most sense and has the most impact when we create new things!” Benno van Aerssen
