It’s no secret that change management has been ‘tipped on its head’ when it comes to agile project delivery. For large organisations encumbered by siloed structures, bureaucratic processes and complex legacy systems, they are increasingly finding it hard to respond quickly to changing business requirements using traditional ‘waterfall’ delivery approaches. So, how do we change the way we change to be faster, better, cheaper? How does one make change lean, lean, lean? But ultimately, how do we get our people living and breathing agile? Recently published, Deloitte’s Agile Change Lessons from the front line point of view describes five key principles for driving change in agile environments. But, what underpins this?
Organisations are increasingly expecting people to embrace continuous change as a reality via digitally enabled channels. However, the premise by which these companies operate to support their people first needs to evolve for this to be sustainable.
This year’s Agile Australia Conference saw a big emphasis on the people elements of agile – hot topics included leadership, culture, learning, targets, rewards… But it was only when I brought all of these together that I was able to articulate a key takeaway: organisations need to create the right environment to become truly agile – a seemingly simple statement. This means thinking about five core elements: