Voici comment vous pouvez cultiver un état d’esprit stratégique pour conduire la transformation Agile dans les organisations.

One of the first thing for driving Agile transformation is, Your organization readiness for same. Its not Single team ,Single BU/ Division driving agile; its culture across. So to cultivate Strategic mindset you can start with below steps: 1> Mindset, Your Leadership and Stakeholders are in that mindset. 2> Let top management know or get them aware what value it will bring at what constraints. 3>Its a change management that need to understood by Leadership. 4> Build a culture from Top and Across other supporting functions to embrace it.. 5>Get key drivers or influencers in Agile/SAFE training, so that they can drive the value conversations across. 6> At POD level execution where you need strong ScrumMaster and Product Owner Tag team..

1. Align Agile transformation with the organization's goals - Ensure that Agile efforts are in sync with the strategic objectives of the organization to contribute to its overall success. 2. Cultivate a collaborative and experimental culture - Promote open communication, teamwork across functions, and a readiness to try new ideas and methods. 3. Focus on customer value - Place the customer at the heart of Agile strategies. Regularly gather feedback, test assumptions, and adjust your offerings to align with customer needs and preferences. 4. Encourage a mindset of continuous development and improvement. Utilize practices like retrospectives and iterative development for teams to learn and make informed decisions.

The term "Agile" is often abused for introducing change at any time without changing the timeline or priority. Org often doesn't encourage continuous releases rather they like to do big-bang releases. To bring change at the organizational level all business, product, and tech teams must understand the Agile principles and together they should encourage a constant pace of delivery indefinitely. It will bring a habit of accepting the change, evaluating the impact of reprioritization, sharing across all boards for making informed decisions, and doing a regular retrospective at each level to feed the inputs back in the loop.

To deepen the understanding and acceptance of the agile manifesto across the team, a practical approach such as a workshop using the Cynefin framework would be extremely valuable. This framework helps to better understand the complexity of different project situations and demonstrates why a flexible, agile approach is often the most effective response to rapidly changing requirements. Such a workshop not only promotes an understanding of the need for agile methods, but also strengthens cross-team collaboration and communication. Through the playful experience of the various Cynefin domains, participants can directly experience how adaptive behaviour becomes the norm in unpredictable situations and how valuable this is for agile practice.

One thing I've found is when your team is strong and self-maintained - they are empowered to take decisions (even on a price of making mistakes and improve) and run faster. A strong team build a strong manager (and vise versa). Team should have all they need to work agile, fail fast and continuously learn.

According to my experience, Encouraging autonomy and empowerment among team members, enabling them to make decisions and taking ownership of their work will be a highly efficient kick-start to agile transformation of team. Keeping the communication channels transparent, providing team with 100% visibility into decision-making processes and organizational changes will give a boom to the confidence of team in leadership and trust of leader towards team.

Implementing a "reverse mentoring" program. In this setup, junior team members mentor senior leaders on topics such as emerging technologies, new communication tools, or innovative work methodologies. This not only empowers junior team members by giving them a platform to share their expertise but also encourages senior leaders to embrace new perspectives and approaches. It fosters a culture of learning and collaboration, breaking down hierarchical barriers and driving innovation from the ground up.

A great team can do great things. To build a great team it is essential to groom and empower them. Empowerment comes from self awareness and learning. The way to impart these traits in teams requires an empathetic and trusting approach.

The Team is the basic productive unit in the Agile construct. The Team needs to fire as a whole - over and above individual contributions. Hence, it is vital that all the Team members know two things - their voice / decision will be heard; and they have the backing of the leadership. Assuring there's a safe place to come up with ideas and execute them will empower the team to come up with more options, and better decisions.

Doing the following can help foster collaboration within an orgainization. 1. **Cross-Functional Problem-Solving:** 2. **Diverse Perspectives:** 3. **Knowledge Sharing:** 4. **Iterative Improvement:** 5. **Empowerment and ownership.** 6. **Risk Mitigation:** 7. **Alignment with Strategic Goals:** 8. **Continuous Feedback Loops:**

Your target is that each and every member of the team has ownership to the product they work on, and this only happens with transparency, executive understanding and organizational inclusion of all members.

Effective collaboration is the cornerstone of a successful agile transformation. Building a strong team culture is key, and it requires a foundation of trust, transparency, open communication, alignment, and autonomy. Shared goals and outcomes provide context for collaboration. Frameworks like OKRs (Objectives and Key Results) and CFRs (Conversations, Feedback, and Reviews) can be instrumental. Involving a diverse range of stakeholders is crucial. Look beyond functions, hierarchies, and even company boundaries. This broader perspective fosters richer collaboration

Fostering collaboration is at the heart of driving Agile transformation. I focus on breaking down silos and nurturing cross-departmental teamwork, creating an environment where diverse expertise seamlessly intertwines. Agile activities like daily stand-ups, sprint reviews, and retrospectives serve as our tools for ensuring constant communication and alignment. This approach not only accelerates problem-solving but also promotes knowledge sharing and a unified approach to reaching our organizational objectives. Let's remember, collaboration extends beyond our internal teams—it encompasses our customers and stakeholders too.

The most impressive way to apply strategic mindset for transformation to encourage the individual to participate more and more in all scrum events but not limited. Being agile a leader removing communication barriers is more important and in order to achieve that there must be a clear agile communication practice which does not only remove communication barriers but give a transparent mechanism of communication channel to individuals.

Cultivating a strategic mindset to drive Agile transformation in organizations is critical to the success of the process. Here are some key steps to do this: The Agile mindset requires flexibility and adaptability. It's important to promote these values throughout the organization, encouraging teams to experiment, adapt quickly and learn from mistakes. Develop a detailed strategy for implementing Agile transformation. This could include planning pilot initiatives, training staff, establishing Agile processes and practices, and putting monitoring and evaluation mechanisms in place. Cultivating a strategic mindset takes time, effort and strong leadership.

Agility means the ability to adapt yourself with what's coming next. If you want to bring the change then first understand, adapt, & be a part of it. Now show others the benefits of it, communicate the importance of being agile in the competitive market and how it aligns with future of the organization. Work collaboratively, measure the improvements and accept & work on the challenges.

Accept change but also accept errors. Attempts can fail. Keep in mind that each mistake is a new lesson and a new experience that improves skills.

In the realm of agile transformations, embracing change is paramount for success. It necessitates a shift in mindset, flexibility, and risk-taking. Embracing change enables organizations to adapt, innovate, and thrive in dynamic environments, propelling growth and success in the modern business landscape.

Continous improvement is a legend, you cannot improve stuff all day, all the time, especially in long projects. So make sure to explain this to the people willing to do changes for the sake of the change.

First of all, recognize that change can (or probably will!) be met with resistance and apprehension. Cultivate empathy by putting yourself in the shoes of those "affected" by the Agile transformation. I would also recommend listening actively to their concerns, addressing their fears with understanding, and communicating the benefits of the change in a way that resonates with their values, aspirations and business goals. By empathizing with others' perspectives, you can build trust and create a supportive environment for navigating the challenges of change.

Consider implementing a "Challenge Day" once a quarter. On this day, teams are given the opportunity to tackle a challenge unrelated to their usual work. It could be anything from brainstorming solutions to a hypothetical scenario to designing a new process for a different department. This not only encourages cross-functional collaboration but also stimulates creativity and problem-solving skills. By stepping outside their comfort zones and working on diverse challenges, teams develop a broader skill set and a deeper understanding of the organization as a whole, ultimately empowering them to tackle any obstacle with confidence and ingenuity.

Strategy is all about choices. Adopting a continuous improvement mindset to problem-solving will help organisations make calculated, small bets that balance ROI. Commit to progress over perfection and foster a culture of learning through experimentation.

Para mejorar continuamente hay que dar y recibir feedback, hay que darll con el corazón, con esto me refiero, a que el feedback hay que darlo de forma amable, de forma asertiva y siendo empatico con el otro, ciertamente hay que ser objetivo y hablar de hechos concretos sin juicios de valor, luego expresar como ese hecho nos hizo sentir y luego hacer una petición y proponer una acción de mejora, es una invitación al otro no una exigencia, también el feeback cuando comienza con algo positivo, destacable o de reconocimiento hacia el otro se recibe mejor esos comentarios de posibles mejoras, debes entender que somos personas y como tal tenemos pensamientos y emociones que gestionar, el feedback es una herramienta fundamental para la mejora.

Be careful not to try and measure everything. In this world rich with "data"... it's really easy to be lost in information overload and analysis paralysis. For agile success consider 2-3 key measures: velocity, throughput, and team satisfaction. IMHO: team satisfaction is the best indicator. Happy teams always do better work than unhappy teams.

Many organizations struggle to manage performance with Agile because they cannot micro-manage anymore. They feel lack of control and sometimes performance goes down. It’s important to believe in Agile value and principles and use more modern methods of thinking ensuring performance. - Use data driven approach to increase transparency and enabling teams to see their own performance for continuous improvement - Use automation as much as possible to allow for more objective performance management - Define KPIs and OKRs and ensure everyone is aligned - Ensure client feedback and touch points are recorded and acted upon

Success can be measured by the following: 1. How happy your team is? Get this on a scale of 1 to 10, 1 being sad and 10 being super happy. Do this in your retrospective calls as a health check. 2. How happy the client is with the delivered solution/item? This can be checked in Sprint review or a demonstration meeting.

“What gets measured gets managed” - Peter Drucker. It’s alluring to quantify success using measures. Proxy metrics like velocity or Burn-down/-up may indicate a team’s consistency or progress. But be wary! Goodheart’s Law is the corollary to Drucker’s quote: “When a measure becomes a target, it ceases to be a good measure.” I was a team coach when leadership directed a ‘productivity’ boost: every team had to increase velocity 10%. But if it can be measured, it can be manipulated. Instead, the team inflated their pointing amounts to meet the quota. This misstep was realized but was not without cost: it took time to regain lost trust. The best success indicators are measurements of customer success. Everything else is a proxy or abstraction.

Success in my opinion is how an individual has improved over time. So, I think measuring the throughput, lead time and defect rate will give a fine mix of performance and reliability metrics for the team. The true success is when the team improves over the sprint or a specified time period. This is an indication of truly being agile where the team learns and improves continuously.

An essential point to remember, especially for leaders: Your customers do not care if your teams practice agility. They do not care if you’re a perfect adherent to scrum. What matters to customers is the product’s experience and the cost. Agile practices can help maximize those outcomes – through constant feedback loops, incremental and valuable features can help improve experience and minimize the cost spent on unnecessary features - but so can better product practices or org design. Implementing agile should not be an end unto itself, but an acknowledgment that past (or ‘traditional’, or ‘static’) approaches haven’t been optimal at maximizing the outcome that matters: customer success.

Foremost is to maintain a healthy and positive work environment, as this enhances resilience. One thing I have found helpful is to ensure alignment of goals and strategies throughout the organization. To enable it requires a strong collaboration within and cross teams by leveraging scrum ceremonies or time-bound meetings. In continuation, this requires a mindset to embrace change and adapt it quickly within a team in planning based on priorities. To achieve this team needs to be self-organized and ready to take risks, which they can do if they are empowered to do experiments and learns from their mistakes in a healthy work environment.

1. Dont promote or force any agile framework on your team. The very reason agile was born is to get rid of rigidity. 2. Introduce the Leaders to various frameworks, coach them, let them choose, try , fail and re-learn. Let them come up with their own framework. Each team could have a different set of practices. You could group & filter metrices for an organisational view. 3. Measure sucess and promote sucess stories with other teams. If your company isnt sucessful in being agile, then you are doing something wrong. 4. If you are a service company and your customer is not forthcoming, dont try to define agility. If your customer is already agile & forthcoming, work along with them.

In summary we can say, Cultivating a strategic mindset for Agile transformation involves understanding Agile principles, aligning initiatives with organizational goals, creating a clear vision, building cross-functional teams, promoting a learning culture, providing training and support, measuring progress, encouraging collaboration, embracing change management, and leading by example. These steps drive innovation, efficiency, and alignment with business objectives in Agile organizations.