AgileSHIFT

AgileSHIFT And Why It Matters In Business

AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

AspectExplanation
Concept OverviewAgileSHIFT is a framework developed by AXELOS to help organizations undergo enterprise-wide agile transformations. It provides guidance and a structured approach for organizations seeking to adopt agile ways of working at scale. AgileSHIFT is designed to foster an agile mindset across the entire organization, enabling it to embrace change, adapt quickly, and deliver value efficiently. The framework emphasizes the importance of leadership, culture, and mindset in driving successful agile transformations.
Key Principles– AgileSHIFT is guided by several key principles: 1. Whole Organization: AgileSHIFT focuses on the entire organization, ensuring that everyone, from leadership to frontline staff, understands and contributes to agile transformation. 2. Culture and Mindset: It emphasizes the need for a shift in organizational culture and mindset to support agile ways of working. 3. Leadership Engagement: Leadership plays a critical role in championing and driving the agile transformation. 4. Value and Outcomes: AgileSHIFT places a strong emphasis on delivering value to customers and stakeholders. 5. Collaborative Teams: AgileSHIFT encourages cross-functional collaboration and self-organizing teams. 6. Continuous Learning: A culture of continuous learning and improvement is vital for success. 7. Tailoring Practices: Organizations should tailor agile practices to their specific context and needs.
Components– AgileSHIFT includes several components: 1. AgileSHIFT Framework: Provides a high-level overview of the framework’s principles and practices. 2. AgileSHIFT Core Team: A dedicated team responsible for leading the agile transformation and ensuring its success. 3. AgileSHIFT Roles: Describes roles, responsibilities, and skills required for various roles in the transformation. 4. AgileSHIFT Practices: Offers guidance on implementing agile practices, including communication, stakeholder engagement, and value delivery. 5. AgileSHIFT Learning: Provides training and learning resources to build agile skills and knowledge across the organization. 6. AgileSHIFT Handbook: A comprehensive guide to agile transformation using the framework.
Implementation– Implementing AgileSHIFT involves several steps: 1. Establish Core Team: Form a dedicated AgileSHIFT core team responsible for leading and championing the transformation. 2. Define Roles and Responsibilities: Clearly define roles and responsibilities for key individuals involved in the transformation. 3. Develop AgileSHIFT Plan: Create a detailed plan outlining the transformation’s objectives, timelines, and key milestones. 4. Build Agile Capability: Invest in training and development to build agile capability across the organization. 5. Foster Agile Culture: Promote an agile culture that values collaboration, learning, and adaptability. 6. Monitor and Adapt: Continuously monitor progress, gather feedback, and adapt the transformation plan as needed.
Benefits and Impact– AgileSHIFT offers several benefits and impacts: 1. Organizational Agility: Enables organizations to become more agile, adaptable, and responsive to change. 2. Value Delivery: Emphasizes delivering value to customers and stakeholders efficiently. 3. Leadership Engagement: Encourages leadership involvement in driving the transformation. 4. Culture Shift: Facilitates a cultural shift toward collaboration, learning, and innovation. 5. Enhanced Collaboration: Promotes cross-functional collaboration and self-organizing teams. 6. Improved Outcomes: Increases the likelihood of successful project outcomes and customer satisfaction. 7. Continuous Improvement: Establishes a culture of continuous learning and improvement.
Challenges and Risks– Challenges in implementing AgileSHIFT may include resistance to cultural change, the need for strong leadership commitment, and difficulties in scaling agile practices across the organization. Risks can involve a lack of understanding of agile principles, misalignment with organizational goals, and inadequate support for the transformation effort.

Understanding AgileSHIFT

In a highly competitive environment, many businesses understand the importance of adopting agile methodologies in safeguarding future success.

However, there is often discord within the organization as to how these practices might be implemented. 

Unfortunately, agile only works when the entire organization adopts a culture of agility. This means that the HR, Finance, Operations, Marketing, and Legal departments need to work in unison.

In the context of AgileSHIFT, a culture of agility can be thought of as a “survive, compete, and thrive” mindset.

Ultimately, this mindset helps an organization move from its current state to a future, desired, agile state.

AgileSHIFT provides guidance on how organizations can embrace a culture of enterprise agility and in so doing, build a resilient culture with a focus on delivering value to clients.

AgileSHIFT training incorporates

  • The reasons for change and why every employee needs to accept and embrace change. AgileSHIFT also recognizes common barriers to change on the individual and organizational levels.
  • A primer on agile and why the organization is adopting agile ways of operating. Clarification is also given on the difference between organizational agility and the specific techniques that enable it.
  • An agile framework that is appropriate for the specific needs of the business itself. In other words, what principles or practices will help individual employees embrace the new culture? There must be an “out-of-the-box” agile method that any team can implement easily and effectively.

Key benefits of AgileSHIFT to business

AgileSHIFT is a relative newcomer to the suite of agile processes. For those decision-makers unaware of the methodology, consider these benefits.

A targeted yet holistic approach. 

A unique feature of AgileSHIFT is that it considers the entire ecosystem of an organization. Instead of somewhat isolated individuals or teams being made aware of the change, the impetus for change is provided to every department. 

Institutional change that occurs simultaneously means that employees adapt to new circumstances at the same time. This means that transformation – which is often costly and time-consuming – can proceed relatively quickly and effectively. 

Adaptability

With the entire organization trained in agile, it can take advantage of new business opportunities more quickly. This might include the integration of new technology, accommodating new clients, or the re-organization of internal structure. 

If done correctly, each opportunity can give the business a competitive advantage.

Change is inevitable in business, but only the most prepared organizations will be able to use change to their advantage. 

Preparedness

To adequately prepare for change, the business must create a stable change environment. Businesses can facilitate this so-called ‘stable dynamism’ by hiring new talent or upskilling employees with appropriate agile training. Of course, the business must first recognize that agile traits are beneficial before they begin upskilling employees.

Key takeaways

  • AgileSHIFT is a framework that facilities a culture of change and enterprise agility within an organization.
  • AgileSHIFT training recognizes the barriers to change at the individual and organizational levels. To some extent, these barriers are overcome by espousing the benefits of agile practices and ensuring that they are simple to implement.
  • AgileSHIFT makes the process of change more cost-effective for businesses and makes them more adaptable to new opportunities. AgileSHIFT also creates a stable change environment that allows businesses to negotiate the inevitable nature of change itself.

Key Highlights

  • Introduction to AgileSHIFT: AgileSHIFT is a framework designed to instill a culture of agility within organizations, preparing them for transformational change.
  • Importance of Agile Methodologies: In a competitive environment, adopting agile methodologies is crucial for ensuring future success. However, there’s often a lack of alignment on how to implement these practices within the organization.
  • Culture of Agility: Agile only thrives when the entire organization embraces a culture of agility. This requires alignment and collaboration across departments like HR, Finance, Operations, Marketing, and Legal.
  • Mindset of Survival, Competition, and Thriving: AgileSHIFT encourages a mindset of “survive, compete, and thrive,” helping organizations transition from their current state to a desired agile state.
  • AgileSHIFT Training Components: AgileSHIFT training covers several key aspects:
    • Reasons for Change: Explaining why every employee should accept and embrace change.
    • Understanding Agile: Clarifying the adoption of agile ways of operating and distinguishing between organizational agility and specific techniques.
    • Customized Agile Framework: Providing an agile framework tailored to the organization’s needs, making it easy for teams to implement.
  • Benefits of AgileSHIFT to Businesses:
    • Holistic Approach: AgileSHIFT addresses the entire organizational ecosystem, ensuring change awareness across all departments.
    • Simultaneous Institutional Change: By creating simultaneous change across the organization, transformation can happen quickly and effectively.
    • Adaptability: With a trained agile workforce, businesses can seize new opportunities promptly, gaining a competitive advantage.
    • Preparedness: Creating a stable change environment through agile training and recognizing the value of agile traits enhances the business’s preparedness for change.
  • Key Takeaways:
    • AgileSHIFT establishes a culture of change and enterprise agility within organizations.
    • Training overcomes barriers to change by highlighting the benefits of agile practices and ensuring their simple implementation.
    • AgileSHIFT enhances cost-effectiveness and adaptability for businesses while creating a stable environment for navigating inevitable changes.

Connected Agile & Lean Frameworks

AIOps

aiops
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.

AgileSHIFT

AgileSHIFT
AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

agile-methodology
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

agile-program-management
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

agile-project-management
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

agile-modeling
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

agile-business-analysis
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

andon-system
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

bimodal-portfolio-management
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

business-innovation
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

business-model-innovation
Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

constructive-disruption
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

continuous-innovation
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

design-sprint
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

design-thinking
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.

DevOps

devops-engineering
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

dual-track-agile
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

extreme-programming
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

feature-driven-development
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

gemba-walk
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

gist-planning
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

ice-scoring-model
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

innovation-funnel
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

innovation-theory
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

lean-methodology-vs-agile
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

startup-company
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

minimum-viable-product
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

leaner-mvp
A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else

Kanban

kanban
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.

Jidoka

jidoka
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

pdca-cycle
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

rational-unified-process
Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

rapid-application-development
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

retrospective-analysis
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

scaled-agile-lean-development
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.

SMED

smed
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

spotify-model
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

test-driven-development
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.

Timeboxing

timeboxing
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.

Scrum

what-is-scrum
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.

Scrumban

scrumban
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

scrum-anti-patterns
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

scrum-at-scale
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

six-sigma
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

stretch-objectives
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

toyota-production-system
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

total-quality-management
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.

Waterfall

waterfall-model
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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