De future fit organisatie - praktijkervaringen deel 1: De kracht en waarde van interne Agile Coaches

Een succesvolle transformatie naar een wendbare, future fit organisatie begint bij het neerzetten van de basis voor de borging. Een organisatie die start met heldere en begrijpelijke cultuurwaarden die het fundament vormen waarop de organisatie steunt. Niet alleen IT en/of Business los van elkaar maar samen met een gemeenschappelijke “purpose” gericht op (klant)waarde. De Agile Coach heeft hierin een belangrijke rol als cultuurdrager van de nieuwe organisatie en als katalysator van de verandering. De transformatie die ING Nederland doormaakt is hier een sterk voorbeeld van.

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Agile 2014 – speaking and attending; a summary

So Agile 2014 is over again… and what an interesting conference it was.

What did I find most rewarding? Meeting so many agile people! My first conclusion was that there were experts like us agile consultants or starting agile coaches, ScrumMasters and other people getting acquainted with our cool agile world. Another trend I noticed was the scaled agile movement. Everybody seems to be involved in that somehow. Some more successful than others; some more true to agile than others.

What I missed this year was the movement of scrum or agile outside IT although my talk about scrum for marketing had a lot of positive responses.  Everybody I talked to was interested in hearing more information about it.

There was a talk maybe even two about hardware agile but I did not found a lot of buzz around it. Maybe next year? I do feel that there is potential here. I believe Fullstack product development should be the future. Marketing and IT teams? Hardware and software teams?  Splitting these still sounds as design and developer teams to me.

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Marketing scrum vs IT scrum - a report published and presented at agile 2014

As we know, Scrum is the perfect framework for IT / software development projects to learn, adapt to change and deliver great software of value, faster.

But is Scrum also usable outside of software development? Can we apply similar or maybe even the same principals in other departments in the enterprise?

Yes, we can! And yes there are differences but there are also a lot of similarities.

We (Remco en Me)  successfully implemented Scrum in the marketing departments of two large companies: The ANWB and ING Bank. Both companies are now using Scrum for the development of new campaigns, their full commercial expressions and even at the product development level. They wanted a faster time to market, more ownership, and greater innovation. How did we approach and realized a transition with those goals in the marketing environment? And what are the results?

So when we are not delivering software but other things, how does Scrum change? Well, a great deal actually. The people working in these other departments are, in general, quite different to those in Software Development (and yes more than you would expect). This means coaches or change agents need to take another approach.

Since the people are different, it is possible to go faster or ‘deeper’ in certain areas. Entrepreneurial skills or ambitions are more present in marketing. This gives a sense of ‘act first apologize later’, taking ownership, a higher drive to succeed, and upfront and willing behavior. Scrumming here means thinking more about business goals and KPIs (how to go from department to scrumteam goals for example). After that the fun begins…

I will be speaking about this topic at agile 2014. A great honor offcourse to be standing there. I will also attende the conference and therefor try to post some updates here.

To read more about this topic you can read my publication about marketing scrum. It has the extensive research paper I publisched about this story. Please feel free to give me comments and questions either about agile 2014 or the paper.

 

Enjoy reading the paper:

Marketing scrum vs IT scrum – two marketing case studies who now ‘act first and apologize later'