You’re an Agile professional in a non-Agile organization. How can you make the most of your expertise?

Leaders can make decisions and intervene at the appropriate times using the Cynefin framework in organizational theory, organizing their intuitions about a prevailing operative context into five categories-- simple, complicated, complex, chaotic, and disorder. - Simple or complicated: These contexts presume an environment governed by discernible patterns and causal links, based on facts - Complex or chaotic: Little to no order—causal relationships are hard to see, and the course of action is determined by recognizing patterns that surface - Disorder: Loudest voice wins in a group where multiple perspectives try to grab the spotlight The first step is to assess the context then to identify the danger signals to tailor your response.

To start with understand what the practices are followed within the organization and analyze on your own the pros and cons of that. Build your network and have formal informal/informal conversations around the same to understand more in detail the people's perspective. Deliver in terms of the role you are hired and seek for opportunities to demonstrate based on your previous experience how leveraging on Agility it would be beneficial for the organization's growth and success.

Como profesional ágil en una organización no ágil, es esencial comprender el contexto antes de intentar introducir prácticas ágiles. Para ello, es fundamental evaluar el estado actual de la organización. ¿Cuáles son los objetivos, desafíos y puntos débiles de las partes interesadas, clientes y colegas? ¿Cómo se comunican, colaboran y toman decisiones dentro de la organización? ¿Cuáles son los procesos, herramientas y cultura existentes? ¿Qué grado de apertura existe hacia la retroalimentación, experimentación y aprendizaje?

Understand the organization's current processes, culture, and pain points. Identify areas where Agile practices can bring value.

First and foremost, Agile is not the end of the world! What i mean is the best Agile Transformation approach is to first find out if your organization needs to transform. Forget about the purpose, value everything. First identify the need. There are businesses that are incredibly successful without embracing agile ways of working and that works best for them. Next step is to assess the organization's long term vision and the agile maturity at all levels. An initiative to transform will fail if not addressed with these two things. Lastly, find out if a conducive, psychologically safe environment can be provided for the transformation to agile? Once done, you would have your context and answer to whether adapt agile or not!

Becoming an Agile champion in a place full with waterfalls is quite challenging. Tho, Lunch and learn sessions are good ways to start. Offer to chat about Agile concepts and how they can benefit the organization. Focus on the clear benefits - faster delivery, happier clients, better products.

I think the first thing is to Educate the team on the Agile process and then Introduce Agile methodologies with small, low-risk projects. For Example an e-commerce project involves revamping the checkout process to improve conversion rates. You would start by breaking down this initiative into smaller user stories such as "Stream Line Add to Cart", “StreamLine Cross Sell”, etc., Then prioritize these user stories based on their impact on conversion rates and complexity. Throughout the project, you would gather feedback from users through usability testing and analytics data. This feedback would inform future iterations, allowing the team to make data-driven decisions and continuously improve the checkout experience.

When you see the vision, the proper intent and willingness to change, ORDER A LARGE PIZZA. Here the Pizza means a Transformation initiative. If you want to enjoy the pizza and want people to appreciate it, do not attempt to push the entire 12 inch pizza down everyone's throat in one attempt. Simply put, start small. slice by slice, bite by bite. Once the team starts understanding the taste and flavors of the pizza and they start appreciating the new kind of food, they will ask for more. Focus on short term wins and demonstrate success before implementing the next steps.

Conseguimos colocar praticas ágeis em nossos dia dia , não necessariamente seremos ágil em todo o contexto, mas podemos absorver pequenas praticas no dia dia em que já serão diferencial no contexto geral.

Start where the team or group is most in pain. Sometimes it can be enough to find out by means of a small retrospective whether everyone in the team or the group has the same understanding of current difficulties or tasks.

Se você quer que sua empresa entenda o quão positivo é trabalhar de forma ágil, monte o primeiro squad e de condições a eles trabalharem utilizando todo potencial das metodologias ágeis. Logo os resultados virão e a organização perceberá que isso gerará um potencial competitivo para empresa e que isso pode ser também muito lucrativo.

Puedes mostrar que gracias a la implementación de practicas agiles, el equipo entregó un producto de mayor calidad en un tiempo reducido. Por ejemplo, podrías indicar que el equipo logró reducir el tiempo de entrega de una nueva funcionalidad en un 30% en comparación con proyectos anteriores. Esto se refleja en un ahorro significativo de tiempo y recursos para la organización. Además, puedes mostrar que la satisfacción del cliente ha aumentado. Por ejemplo, podrías presentar encuestas de satisfacción donde los clientes califican la comunicación, la entrega o la calidad del producto de manera más positiva desde que se implementaron las prácticas ágiles

Plan quick (not detailed), Start small (not big bang) and Demonstrate success fast. In today's microwave generation even some leaders expect to get hot food out of the oven as soon as they buy it. So, for an agile transformation initiative its important to dish out small success that creates an impact (let's say the first shippable increment at the end of the first 2 weeks sprint). The business owners would love to see a working software rather than talks about success stories of agile.

One time at work I was tasked to demonstrate how to run a small project in an Agile way in an otherwise non-Agile organization. One of the key differentiators was how we engaged the business users early and often. We prepared some sketch-like low-fidelity wireframes that the users evaluated and tweaked early in the project to meet their goals. We ran through different business scenarios against these wireframes which helped us build acceptance tests early. Since the end-users were invested in the project from its inception, there were no surprises when we went live. It was lauded as one of the most underwhelming go-live. I take that as a sign of success.

To start with agile process in non agile organisation is possible by making it with small and simple steps. Rether being very aggressive we can handle the situation by being assertive.Making the steps small and involving every team member in evry task and get the status.Once the team gets habituals larger chunk of work can be done in simple way

In the pursuit of agility, it is crucial to establish trust and solid relationships. This means not only being respectful, honest, and supportive but also actively involving team members in building the agile plan. By inviting team members to participate in planning demands, taking into account time in relation to resources available, and also in constructing a consistent Work Breakdown Structure (WBS), we can ensure that everyone is aligned with the project's objectives and committed to its effective execution. This collaborative approach not only strengthens bonds among team members but also increases the likelihood of project success by leveraging the experience and diverse perspectives of each team member.

In today's context and the evolution of agile methodology, the ability of employees to adapt quickly and deliver value through adaptation is even more crucial for a company's sustainability. In an increasingly dynamic and competitive business environment, the skill of learning and adjusting to changes swiftly has become a significant competitive advantage. Companies that can foster a culture of continuous learning and rapid adaptation are better positioned to thrive amidst challenges and uncertainties, remaining relevant and agile in response to market demands.

Aprender y adaptarse es una parte fundamental de ser ágil en una organización no ágil. Esto implica ser flexible y receptivo al cambio, así como estar constantemente atento a las necesidades cambiantes de la organización, los clientes y el entorno.

A coconut fell on your head from a tree while you were walking on a particular road, you got hurt. A few weeks later the same story reoccurred. Would you still take the road? May be NO. And if you do, this time you would be very careful to avoid any falling coconuts. Learning from mistakes is an ingrained human habit. Just replicate this in transforming teams. Retrospection on the ways of agile implementation can be of real help. Make sure that the team learns the importance of retrospectives and events that facilitate inspect and adapt.

Connect with other Agile practitioners within or outside the organization. Attend conferences, webinars, and workshops. Find a mentor who has experience in Agile transformations.

Un spécialiste Agile dans un environnement non Agile, c’est comme une potato dans une portion de frite MacDo : on se demande bien ce qu’il fout là. Y’a bien que des SM pour vouloir faire ça. Et quand je parle de SM, je ne parle pas de Scrum Master…

📌 Don't see this as disadvantage, but rather as huge opportunity! 💡As an agile professional we are being taught that there is always room for improvement, hence there is retrospective for every sprint. 💡Think about it! If we were an agile professional in the agile organization, perhaps our ability is no longer being tested. we would be in the comfort zone. Our knowledge will not give the highest impact. Our expertise, knowledge, experience, and passion would not bring much value in such organization. 💬 Therefore, wherever we are, we really need to bring value, whether in agile or non-agile organization. 💬 Agile is a mindset, we can share our thoughts to make an organization better, more competitive and more valuable one.

Navigating Agile expertise within a non-Agile organization parallels Dr. Frankenstein's cautionary tale, where the consequences of reckless creation without empathy and understanding are made clear. Understand the organizational context, starting with small, manageable projects to gradually integrate Agile principles and avoid overwhelming colleagues unfamiliar with them. angible value through these projects is essential for buy-in. Building trust and relationships create a supportive environment for Agile adoption. Feedback and continuous learning are vital. Seeking support from allies provides guidance and advocacy. Approaching resistance with compassion, listening attentively while remaining firm and honest, is crucial.

L'avantage dans cette situation c'est que si on est convaincu que l'agilité est la panacée on devrait pouvoir s'en tirer haut la main vis a vis de nos collègues. Vous mettre dans le haut du panier, ce qui est la meilleure place quand la main du destin vient pour promouvoir ou donner une augmentation (suivant la conjoncture du marché a l'instant T)

- Gain buy-in from management and demonstrate the benefits. - Utilize your influence to identify and engage early adopters. - Continuously learn and adapt to the organization's needs. - Monitor progress through velocity charts and milestone tracking