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Clever software may be synonymous with development, but it’s about people. Because the purpose of agile sprints is to include feedback at fast intervals to deliver what customers want. And the agile process itself works best in close collaboration between developer and stakeholder groups, bringing together development and IT operations teams when used in conjunction with DevOps. So it is not surprising that there is a strong correlation between the growth of an enterprise and its agile capacity: 6 people were related to the top 7 agile levers by impact. (My team has published some recent research on this.)
The main principle of agile transformation is to use face-to-face contact, which used to go out the window when an epidemic occurs. However, the use of crisp has really increased in the last one year when almost everyone around the world was working remotely. Setting up these seemingly opposite shifts poses an interesting challenge for ventures. But that is not impossible.
Consider the following key levers that affect people’s mobility:
Workforce and workspace lever
Remote but collective and integrated work using agile virtual workspaces with digital collaboration platforms has been a major driver of success. In my company, we conducted a study of our own employees before and after the epidemic, and it showed that when 3 or more initial agile sprints were conducted on-campus with workers coming into the office, it paved the way for asynchronous. After which the communication and remote function. At the same time, using digitized visual cursive dashboards with other collaboration accelerators helped our remote teams make better decisions and work productively while they were on campus.
Autonomous and self-governing teams are able to better focus on value delivery, which improves the customer experience and returns on investment. Similarly, self-organized agile teams improve technical results.
A hybrid working model can complicate this. While agile development moves from on-campus to remote ખાસ especially without warning like last year ટી teams risk losing the status of various projects, their business and technical contexts, and the visibility of the communication route. We’ve learned from our experience that enabling remote teams to respond early, to additional responses, helps them stay on track or do the right course on time if needed. It also coordinates the efforts of developers working on different parts of the same module and gives them purpose sharing.
Structure of the organization Lever
Some enterprises have adopted agile processes and technologies outside of IT function, such as business operations, human resources, sales and even legal. This sets the stage for effective collaboration on functional boundaries. As we see our employees, we have seen that cross-functional collaboration can be done to work even in remote or hybrid work situations. When we increased the cross-skill ratio in our remote teams from 15% to 20%, they became as productive as they were in the office. While this experiment was limited to IT function, there is every reason to believe that the results will be the same even when cross-skills are combined in functional lines. Skills do not always have to be available at home; Enterprises can also effectively tap the gig economy.
When it comes to applying clever principles to people in the hybrid work world, here are some questions to consider:
- Do you have enough digital visualization processes to help remote workers capture their on-premium colleagues?
- Do you provide frequent, incremental and initial insights from feedback to remote working teams to stay connected to the project’s vision?
- Through agile learning and repetitive cycles of work, are you creating virtually safe spaces where the team can learn from its mistakes and table requests in the absence of immediate interactions?
- Excessive collaboration can take the manufacturer away from individual work time. Is your work culture aware of these potential pitfalls?
- Are your teams excited by the “feel good” spikes from socio-emotional cues while working in hybrid mode?
For enterprises with strong agile principles and practices, a significant adjustment is required to switch to a hybrid working model. But with proper adaptation of practice and technology tools and platforms, working skills and some changes around the organization structure and culture, agile teams can perform better than how they used to when working in the office.
Light Unile Is the VP and Head of IP Process Consulting Practice at Infosys And specializes in helping organizations adopt new ways of working using lean, agile, DevOps, and design thinking. He also leads Agile and Devops Transformation at Infosys. (Twitter)
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