At StoryPositive, we work with leaders to drive understanding of how an Agile mindset and methodology delivers large-scale businesses benefits when properly implemented, i.e. with a top-down understanding. Whilst numerous quality resources are available to train Change teams in how Agile, little exists on Agile benefits for Senior Leaders and Executives. This gap makes senior level discussions harder because people bring an a priori view of change management; that is, deduced from experience to date. Ingrained views are hard to shift as they\u2019re often the product of years \u2013 even decades \u2013 of experience.<\/p>\n\n\n\n\n\n
Until recently, it could be argued that this didn\u2019t matter all that much (debatable, but for the sake of this article, let\u2019s run with it). The pace of technological change was, after all, not that fast; at least, compared to the current rate of change.<\/p>\n\n\n\n\n\n
But time doesn\u2019t stand still. Each increment in technology change arrives faster than its predecessor.<\/p>\n\n\n\n\n\n
In recent times, many financial firms have moved to a Cloud-First strategy. The reasons are many and compelling, but a decent two-pronged summary could be put as both cost optimisation (which may or may not manifest as cost reduction) and faster time-to-market, each of which enable earlier returns on investment (ROI).<\/p>\n\n\n\n\n\n
One problem is that old methodologies don\u2019t support new technologies well. When applied, the results tend towards blockage. That can act as a barrier to the logical recognition of the Agile benefits for Senior Leaders and Executives. Let\u2019s consider a couple of real-world examples.<\/p>\n\n\n\n\n\n
An Investment Bank we worked with refused to adopt Agile when developing a set of microservices. They\u2019d seen the value of the technology, but focus was still fixed on Waterfall delivery because that\u2019s what they felt comfortable with. Instead of adopting a \u201cfail fast\u201d mindset, a rule was created: nothing could be delivered until everything was delivered<\/i>. So, although some aspects of the service offering were ready, it was impossible to get sign-off to put them live because other parts were not. This despite the different parts having discrete utility. The earlier parts were ready a full twelve months before the last parts to be delivered. By the time they were ready, the earlier ones had \u2018gone stale\u2019. In technical parlance, they were suffering from technical debt. Software, like the walls of a living cell, atrophies over time. Thus, earlier code had to be changed, which meant later delivered components, which were now ready couldn\u2019t be deployed\u2026 And so, the cycle continued. <\/p>\n\n\n\n\n\n
At a firm we worked with that developed software for clients, they had, in fact, tried to embrace Agile and, indeed, thought the had. The problem was \u2013 and this is a common issue we encounter \u2013 they had simply read a few blog posts about what Agile was and decided that all they needed to do was create a Project Manager, who could also act as SCRUM Master, and three Product Owners for the same product. Sprinkle in a distributed development team, and a liberal dose of manual testing, and the result was\u2026 Well, mayhem. Twelve planned releases \u2013 fully six months of development \u2013 were stuck because the Project Manager refused to release them (another nothing delivered until every delivered<\/i> edict. The PM refused because they\u2019d come from a Waterfall background and weren\u2019t comfortable with the Continuous Integration \/ Continuous Deployment model (too risky, apparently). Because senior leadership at both the supplier and the client had received no formal Agile coaching or training, they too reverted to the Waterfall view of the world. Understandable: it was the one they already knew and were comfortable with, so it was easy to agree with the PM\u2019s edict. To break the deadlock not only required restructuring the team and inculcating good Agile practices, but also leadership coaching for senior execs, right up to C-Level at both client and supplier. Once done, the blockage was released, and flow of delivery restored.<\/p>\n\n\n\n\n\n
These cases highlight the importance of education if Agile benefits for Senior Leaders and Executives are to be realised; if they are to grasp the value that can be gained. Here\u2019s where a cogent policy for leadership can help. Policies like this tend to require a degree of bespoke customisation, but a good place to start would be with one of the following:\n
Whichever you choose, make sure to select a firm that is capable of explaining concepts comfortably to senior executives, not just to those at the coalface. One of the key skills leadership professionals need is the ability to abstract Agile concepts to suit the audience at the time. After all, everyone\u2019s different: some people prefer images, some words; some people prefer detail, some want more abstract concepts; and so on.<\/p>\n\n\n\n\n\n
Here, then, are some Agile benefits for Senior Leaders and Executives: