1) Senior management committed
to full Agile adoption
2) New organizational structures
adopted around value streams
3) Continuous improvement in
process, leadership and behavior
AFTER THE JUMP
Once the transformation has been embraced
at the strategic level, questions arise at the levels below. Monitoring functions such as Accounting, Control, and Quality Management have important questions: How do we keep those value streams under control? How do
we monitor financial health? Supporting functions (HR, Legal, Business Development)
may ask: how do we best serve the value stream? What competences should drive recruitment? How do we assess performance?
This phase involves answering those questions and applying Agile principes
to the entire organization. Though the puzzles to work out are substantial, the people involved have by now amassed quite some experience with the new autonomy. Quite often the answers emerge from within the workforce itself.
JOB SECURITY WITH ROLE INSECURITY
Mintzberg’s iconic organizational model
(shown here) changes significantly under
the impact of working Agile.
Line managers may find it’s now their mission to make their own role redundant
- an obvious and frequent source of resistance along the transformational journey. Supporting and technostructure staff may also find their place is no longer strictly limited to their function but more to the value stream they work with most. And this place they hold, this role they play can vary from year to year, from month to month, with varied configurations required of their competencies. We call this ‘job security with role insecurity’.
Over time, much of the ‘middle section’ of Mintzberg’s typical organization model (see figures 2 and 3) dissolves to a large extent into the amorphous, pliable shape below. Supporting functions such as IT and HR especially will benefit from being absorbed and dispersed throughout the organization: the analogy allows them to move fluidly to wherever their expertise is required, rather than having to have their silo ‘visited’ by those who need them.
‘GO AGILE’ DECISION
Full commitment to Agile restructuring.
WHAT’S IN THIS PHASE FOR YOU?
: You’re developing managementreplacing autonomy departmental level. Departments start to work together in a seemingly anarchic coherence.
The question arises: why do we need management? And indeed, less management is required.