Essential Agility: How POD Teams Help Drive Change
The Agile methodology is everywhere now: in software development and project management, but also (lower “a” agile) used in other areas of business, from marketing to sales. It’s a customer-centric approach, favoring frequent iterations over what’s seen as a more step-by-step, plodding, linear strategy.
In our change-driven and pace-centric times, I applaud this initiative, even if I sometimes wonder what exactly it means, day-to-day.
One area I’ve seen the direct application (and benefit) of true organizational agility is through Product-Oriented Delivery (or Development, aka POD) teams.
The idea behind POD teams is not new. They surged to prominence in the Covid-19 period as small, self-sufficient groups that could keep safe while getting things done autonomously. And they have since evolved into something both sustainable and scalable.
Cross-functional teams that own their own tasks can be the ultimate form of agility (or Agility) and I’m a strong advocate in the right circumstances. At PTP, we’ve seen properly implemented and supported POD teams show dramatic increases in efficiency with decreased costs, all while improving employee satisfaction.
Sound too good to be true?
They are not without their challenges, and not right for every scenario. Done incorrectly, PODs can bog down what they’re meant to accelerate, and drive-up costs instead.
In this article I want to consider the increasingly essential need for adaptability and how PODs can make, or break, this initiative.
What’s So Special About a POD?
While a traditional organization is made of departments (people with like skills and jobs), each with its own (interlocking) hierarchy, a POD team is made to be more autonomous.
A smaller unit built for a specific purpose (be it product, task, component), the team is made up not of like-skilled members, but of complementary-skilled ones, covering a full range of needs to get the purpose done.
In software development this can mean 4–10 members, including technical lead/architect, UI/UX, back-end developers, DevOps, and subject matter experts, all working together, regardless of departmental hierarchy.
They not only build their assignment, but also support, update, and run it—with full authority and accountability. While there may be a need for additional, shared resources as required (such as additional architecture, database, hardware, and automation expertise), the core necessities of the purpose are met in-team, letting it stand self-sufficiently.
The potential benefits are many, including:
The POD /Agile Fit
I’ve written recently on Substack about Agile and the benefits for increased speed. The core principles from the original manifesto are:
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It’s easy to see how the POD, at its best, gets you closer to these ideals. Some view POD as a type of Agile (ala Scrum, Kanban, etc). The POD seeks to embrace the Agile methodology even in its team structures.
The ultimate in Agile collaboration, this approach breaks down communication barriers, such as across departments and hierarchies, to put everyone needed to get a job done together.
As a self-sufficient unit, the POD can manage its own task cycles without the chains of outside approval, further enabling fluidity and adaptability with the shortest possible sprints.
Implementation and Challenges
At its best, we’ve seen this approach increase efficiency, quality, and employee satisfaction, with a reduction in costs. I’ll look at some of these in more detail in a moment.
But first I want to consider the alternative: how a well-meaning attempt to implement POD teams can instead cause greater confusion, redundancy, delay, and elevated costs.
While success requires strong implementation, the right people, right tools, and organizational mindset, failure can come from any of these individually:
So then how do you set up a POD approach to succeed? It begins, like most initiatives, with a strong organizational commitment.
I recommend the following:
Conclusion
The ultimate goal of the Agile methodology and agility overall is pace—to be more adaptable and responsive—breaking down workplace barriers to getting quality, customer-centric work done on a timely basis.
But with a PODs team approach, it can also mean more engaged employees, with greater knowledge transfer and a shared investment in your entire organization’s success.
In a world where change is increasingly constant, it’s how we process it that determines our ongoing success.
Empowering cross-functional teams capable of innovating, and making their own decisions, organizations can transition their culture into one built around embracing it.
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