The agile and digital transformation confront companies with huge challenges. In addition to the introduction of many new tools and methods, it is becoming clear that the cultural change in particular is not as simple as it first appears. Customer focus, integrated teams, self-responsibility and empowerment lead to completely new roles, tasks, decision-making processes, responsibilities and a new self-image. These changes are often difficult enough. If, in addition, the agile transformation is initially implemented only in parts of the company, the problems intensify.
Every change is accompanied by uncertainty, fears and a lack of knowledge. Since the challenges and problems of agile transformation are multi-layered and complex, a continuous analysis is extremely helpful to get an overall view, to recognize interrelationships and to capture the viewpoints of all parties. Agile transformation is never finished. Agile change is continuous improvement based on open communication.
For the analysis, all those affected by the transformation should be invited to give their individual view of the current status. This applies to those directly affected, i.e., the agile teams, but also the management as well as the supporting units that may not be working in an agile manner, such as often the legal department and purchasing.
The analysis retrieves personal ratings that clearly identify the point of view of each person in their role. Feedback can be provided anonymously or named. This ensures that everyone answers openly and honestly to clearly identify achievements and problems.
Reports are generated from all feedback, showing the overall situation, the situation of the individual teams and also the interrelationships between teams, supporters and management.
For an analysis of agile projects, we have developed the Agile Culture analysis template. The template defines 12 success factors based on the basic principles of agile values and the agile manifesto. It provides over 80 predefined measures for improvement in the context of agile resp. digital transformation. It can be customized like any of our templates.
Team building: We work cross-functionally and integrated.
Communication: We focus on individuals and interaction.
Organization: We are self-organized and reflect our actions.
Changes: We are open to change.
Targets: We pursue strategic goals.
Learning: We are continuously learning.
Customer focus:We create customer-focused and valuable solutions.
Reliability: We deliver continuously and reliably.
Quality: Our results are excellent and qualitative.
Motivation: We are motivated and treat each other with respect.
Responsibility: We act responsibly and with focus.
Enablement: We can do what we need to do.
The diagram shows the 12 success factors that are analyzed with the analysis template. The success factors are organized in 4 groups. For each success factor, its objective is given.
The biggest problem with agile transformation is the diversity of knowledge and willingness to change among those involved, as well as the different speeds of transformation of teams and areas. The generated reports show where change is progressing well and where it is slower. They also show where more and less support is needed and where knowledge and insights lie. In this way, best practices can be identified and spread. Specific measures can be defined and implemented for concrete problems.
Cross-cutting analysis also makes it easy to identify organizational problems. Where are decisions not being made or problems not being solved? Patterns can be identified and consistent solutions found. The tool automatically suggests suitable measures.
Change processes need communication. :nabled supports communication and offers all participants individual reports that show the status of their area or project. In evaluation meetings the situation can be discussed together to get a common picture and to define improvement measures.
Ideally, the evaluation meetings are accompanied by coaches. These can be internal coaches, but also external coaches or experts from our network. With open questions, the situation is discussed on the basis of the reports. Communication solves problems.
The results of the analysis are detailed reports that describe the status of the agile transformation in detail. In addition, concrete measures are defined. All measures can be assigned to responsible parties and optionally transferred to the company's task management system.
We recommend performing the analysis continuously. Depending on the company and its status, every two to six (ideally every three) months. Successes thus become objectively measurable and the agile transformation leads to a learning company.
Just try it out and perform a team analysis. The team analysis is free of charge and without obligation for up to 10 participants. Order now without obligation.
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