Agile is a recent addition to traditional Fortune 500 companies. Agile, when done well, drives value with quality and speed. When done poorly, it confounds the delivery of value just like anything that’s done poorly. There are various good and bad ways large organizations are leveraging this evolution and of course, struggle comes with any change. Those that can work through it will see the most success. Some will not. As businesses change, people cannot stay the same.
There are types of people who can successfully navigate a Scrum session. There are also types of people who cannot. For example, a person who has always programmed alone will find Agile collaboration daunting. Collaborative work requires collaborative people and in business, we have traditional not encouraged collaborative behavior. Control, competition and hierarchy are the blueprint in most traditional large companies. With Agile, collaboration has replaced control. A dramatic culture change is occurring.
Jobs will continue to go away. How can leaders be mindful of the impact business change has on the staff? How can you ‘onboard’ the skills required for today, not ten years ago? In this newsletter, I’ll share a model for evaluating and (when possible) growing these skills intentionally. I’m leveraging a sophisticated assessment called Trimetrix EQ© to define the multiple parts that go into a person’s success in a collaborative, Agile environment.