Agile methodology, initially designed for small, self-managing teams, is now being implemented at scale in large organisations. The approach, centred around rapid iterations, customer-focused collaboration, and adaptability, is driving improvements in speed, productivity, and customer satisfaction. Implementing agile at scale requires a shift from traditional top-down hierarchies to a network of teams.
Creating an agile organisation is a two-step process. First, individual agile teams must be established, each with a clear mission and a small, cross-functional group of individuals. Second, these teams need to be linked together. This is achieved through a shared vision and strategy, and the establishment of a customer-centric and results-driven culture.
The transition to agile at scale is not without its challenges. It requires significant changes in structures, roles, and responsibilities. Managers must become more like coaches, and employees need to take on more decision-making responsibilities. However, the benefits of agility, including increased speed to market and improved customer satisfaction, make the transition worthwhile.
Despite these challenges, many large companies, including ING, Bosch, and USAA, have successfully implemented agile at scale. Their experiences highlight the importance of leadership commitment, a clear vision, and employee engagement in driving the successful adoption of agile at scale.
Go to source article: https://hbr.org/2018/05/agile-at-scale