Just how do organizations adopt agile in their development process? And why?
I have seen both top-down and bottom-up adoptions, and both have their advantages and disadvantages. But in either scenario, most of the energy goes into making sure the technical folks (developers, analysts, testers, operations, etc.), yet we tend to pay little or no attention to the leaders of the organization, especially at the executive level. Yet these are the very people who can encourage and embrace the agile adoption, or reject it. I see a gap here, don’t you?
After a lot of thought, and working with executives from a number of different organizations, I realized that there are, in fact, two problems that executives need help with:
- Understanding the basic framework of the agile approach, and taking actions to support agile adoption
- After using agile for a while, spreading its approaches, practices, and underlying philosophies into the rest of the organization.
In short-hand, I refer to this as “doing agile” and “being agile”.