The one thing limiting your organisational agility
And it’s not (exactly) resistance to change
Organisations looking to increase their performance have been looking to Agile methods and frameworks for many years now… with varying degrees of success.
Agilists, including me, have been using various methods, frameworks, practices and tools to help companies become more agile. According to the latest State of Agile report, Scrum and Kanban still dominate at team level and SAFe and Scrum@Scale for larger groups.
All of these frameworks have one built-in assumption at their core — the objective of all of them is the rapid delivery of high-value, high-quality (not necessarily limited to software) product.
Now, if your organisation is having trouble with any of that — the rapid, delivery or quality bits — then please do let me know; I can help with that.
I have helped numerous organisations, large and small, implement agile practices, and seen the benefits. But there has, most often, been one thing that gets in the way of further progress. And it, arguably, has the biggest impact on agility.
Want a hint? No, don’t go looking in the State of Agile report, you won’t find it there. Instead, have a look at Larman’s Laws of Organisational Behaviour. Do these ring a…
