Most Agile Transformations Fail: 12 Common Mistakes Revealed
In the dynamic world of organizational change, the journey toward Agile transformation emerges as both a beacon of hope and a realm brimming with complexities. During my journey as an Enterprise Lean-Agile Coach, Mentor, and Trainer, I have firsthand experienced and participated in various phases of Agile transformations for a vast number of organizations. Naturally, I have seen and experienced many mistakes and mishaps in these organizations. Having trained over two thousand participants in Scaled Agile Framework (SAFe©) and other Agile methodologies, I have heard countless reasons and stories why transformations fail or are on the verge of failing.
And the truth is, most of them are failing. Or are they?
I have created an article series around common mistakes I have witnessed and personally encountered and some that I have heard of and studied further. Embracing the perspective that failures are opportunities for learning, I aim to share these insights with you, highlighting traps and offering guidance to avoid them. So, let's do it!
Why Agile Transformations Fail
My work often involves close collaboration with executive teams, contributing to leadership development, and nurturing work environments championing openness and innovation. This close collaboration has given me a unique vantage point to observe the common pitfalls organizations encounter as they embark on their Agile transformation journeys. Despite their best intentions, many organizations struggle to implement Agile effectively, leading to frustration and a lack of tangible results. It is common to hear frustrated voices calling for ending the transformation, returning to old ways of working, or trying to find a new golden coin solution.
As you probably already know, Agile transformations are not just about adopting new methodologies; they represent a significant shift in mindset and culture. The process requires dedication, patience, and a willingness to embrace change at all levels of the organization. Changing a culture is not easy, and many organizations and leaders underestimate the depth of this cultural transformation, which leads to the recurrence of certain mistakes.
In this series, we will delve into twelve key areas where Agile transformations commonly falter, drawing from the insights and lessons I have learned. Each article will focus on one critical mistake, offering a deep dive into its nuances, practical insights, and strategies to overcome and avoid it. And, of course, these insights often come from a place of frustration that I could not always enact the changes I knew were necessary - and to be honest, sometimes I did not fully speak up about the consequences of the mistake until it was too late. It is hard to be a contractor and coach; you want to tell the truth but also need to pay the bills, and if you say too much truth that your assigner does not want to hear, you might be out of a job sooner than you want. So it is a balance.
The First Mistake: Lack of Vision and Purpose
– What do you want to achieve? I asked the middle manager sitting before me during the Enterprise Agile Coach assignment interview in this big organization. – If everything were possible, where would you want to be regarding culture and ways of working in a couple of years? I asked and saw what I thought was some irritation in the face of the director or whatever title he held.
– Wait, he said, – I have it here. We created a vision and mission last year or the year before. He struggled with the keyboard on his computer.
– Great, I said.
He continued looking and finally found the document.
– Here it is, he said, and showed me the company mission with statements like "driving prosperity" and "world-class services."
I looked at it and asked again – How is this connected to your agile transformation strategy?
He grunted at me and said that they had a company strategy in seven key areas. Agile was not part of it, but he was sure that agile was an enabler for the company's mission. – For sure, the area around leadership has direct impact on the agile transformation, he continued.
I stopped my questioning, realizing that in this organization, we had to go back to square one to find the organizational why and the vision for an agile transformation. However, it could be a great challenge and an exciting assignment if I got to talk to and influence top management. By asking two questions, combined with the fact that I was talking to a middle manager, I already knew there would be a lot of challenges if I were to accept this assignment. I also learned that this organization needed to understand the power of vision and purpose.
Consequences of Lack of Vision
Without a guiding star, without knowing where to go, and without understanding why the organization needs to change, teams often find themselves lost in the complexities of the Agile framework, unable to align their efforts with the organization's overarching goals. Unable to take initiatives going in the right direction because the teams and individuals make their own vision of what they want to achieve. We start seeing symptoms like:
- Lack of motivation and engagement
- Stagnation
- Resistance to change
- Erosion of trust in the change itself
- Misalignment, with teams or organizational parts going in different directions
and more.
Fixing the Symptoms
The symptoms are often apparent, but the root cause is not. So frequently, organizations try to fix the symptoms instead of the root causes. Trying to increase motivation or trust is hard or close to impossible by itself. Fixing misalignment might introduce a belief that everything needs to be steered and controlled in detail, with strict rules applying to all teams. A solution that is very far from the empowered environment we want to create in an agile organization. So, instead of fixing the symptoms, you have to understand the root cause and fix that problem.
In the next article in the series, we will explore this first mistake – lack of vision and purpose – in detail, uncovering symptoms so you can recognize it, reasons, mitigation strategies, and how to avoid the problem altogether.
Call for Reader Contributions
I also invite you to share your own experiences and "war stories" about the biggest mistakes you've encountered in Agile transformations. Your insights and feedback are invaluable and will help shape the direction of this series. Please feel free to leave a comment on the article below or send me an email with your stories and suggestions.
Conclusion
Navigating the complexities of Agile transformation is a challenging yet rewarding journey. By understanding and addressing the common pitfalls, we can steer our organizations toward lasting success. This series aims to equip you with the insights and strategies needed to pinpoint the symptoms, understand the root causes, mitigate the symptoms, and address the root causes. This will help you foster the culture of a learning organization.
The articles in this series will be published 1-2 times per month and summarized in the weekly email "Weekly Insights." Stay tuned for the next article in the series, and let's embark on this journey of continuous improvement together.
The next article: Mistake #1: No Vision, No Victory – The Root Cause of Agile Transformation Failure
Comming articles in the series
All articles including future articles
Last updated Nov 26, 2024