Is not just about transforming old companies
Agility is not necessary only in large companies, enormously bureaucratic or over-dimensioned. This is the obvious case, that of a giant company in which the development of the product has been trapped in an endless flow of processes, requirements between departments or continuous requests of the high command that deconstruct the pace of work. But what happens if the environment is what could be considered the opposite of this?
Why does a startup want to work its agility?
In a startup it can happen, for example, that the attempt not to fall into the elephant’s error impossible to move, fall by antagonism in a lack of excessive order, the development by spasms (as I call it) in which the end Nobody knows what is being done, how, or why. We are in that case in a situation where maybe the information entries are so many and maybe it is not all that divided, but nevertheless there is no predictability of any kind, the interruptions in the workflow rain down because nobody filters the requests or other things like that.
Both cases can be extended another day, but the fact is that there are two situations in which you are not taking full advantage of development opportunities, the delivery times to the client are not at all predictable, there is a risk of burning to the staff, the money is being spent in a somewhat uncontrolled development …
But Agile is not to modernizing companies?
Is not just a question, as it sometimes seems, of transforming old methodology companies anchored in cascade processes to something more modern. The agility is, among many other things, to be continuously aware of how our work processes are going and adapt them to be able to, in a sustainable manner, always take full advantage of the market, time and budget that we have. It is about making a continuous exercise of inspection and adaptation of everything we do to reduce the waste (as we say in Lean, actually), not working at an inefficient rate or that we can not keep over time, ensuring that we use the right engineering practices to guarantee the quality of the product, that people are the right ones and have the knowledge and conditions they need to be able to get the best and many more things.
This is to get the best possible product, doing it as best as possible, in the best time possible, with the best people possible, with the greatest possible benefit and adapting continuously to re-assure again that this is the case. The market, the reality of the digital world, software development and people are complex. A lot. So all companies need teams that can organize themselves, also capable of coordinating with each other, procedures and practices that help reduce that complexity and a business culture that supports all this.
That is why it is not the heritage of the old companies that fall to pieces or that no one moves. As dangerous is one situation as the opposite. This is not about whether we are big or small, young or old. There is so much to change where there are processes everywhere as where total free will reigns.