The Agile Transformation Kata (ATK) can be used to incrementally add value and foster a culture of change throughout an entire organization. As a result, an organization practicing this Kata, increases the degree of agility as whole. That is a big statement, but what does this actually mean? Scrum is a great choice for a team, especially in IT product development. Larger IT organizations will most likely have more than 1 Scrum team. If organizations need to scale up to multi-team product development, they can also apply Nexus. That is all great news, but the chances your IT team or IT organization interfaces with other parts of the organization is very high. What if those channels become the obstacles? Let’s take two examples:
Let’s say, a 3rd party vendor is being onboarded to provide a Scrum team. Is your finance/procurement team stuck in traditional project management practices? Is the engagement about delegating risks or to create a partnership to create a great product together? Will procurement craft contracts around a plan or focusing on business value?
Secondly, how about Human Resources? Which onboarding practices need to be revisited, if newly hired candidates join a self-managed Scrum Team? It starts with the tone in the job description and continues with the interview approach.
It is definitely worthwhile evaluating agile process for a business unit, but business agility goes way beyond that. Business agility also improves the connections between, teams, groups and departments internally but also externally among vendors and customers.
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