Agile Evolution is a framework of a new kind.
It focuses on learning, organisation development and helping organisations to develop faster. It concentrates on principles and values.
It is agnostic to agile practices, so it can be used in combination with one or more other frameworks.
While learning is part of other agile frameworks too, learning is not a "first class citizen" in the description. It looks like an afterthought. It is time to put actions to develop an agile mindset and culture in the center of the discourse.
The business world has become VUCA: Volatile, Uncertain, Complex and Ambiguous. In a VUCA World, the conditions to succeed and thrive are changing. While efficiency was a dominant KPI in an industrial world, the ability to disrupt the own business, to adapt and learn and to change fast enough become the main success factors.
Change is no more a one-time event, it is a constant evolution, a sequence of incremental and disruptive adjustments to new contexts. Organizations need a new set of capabilities to thrive in this environment.
People need a vision for a common actions. They need a safe space for developing trust, curiosity and engagement. They strive continuously for excellence, develop their skills and knowledge. Leadership provides focus, enables, aligns and empowers people.
An organization succeeds living these values.
Success of an organization in today's complex environment is determined by three factors: Operational Excellence, Discover, disrupt, deliver, Amplify Learning.
In the beginning, there are difficult questions to be answered:
As a coach, you need a clear focus and scope.
As a leader and as an organization, you need a glmpse of what to expect.
The bootstrap process serves as a collaborative space to find an initial answer to these questions.
For an Agile Transition, there are different validated patterns and templates. Which one is appropriate and depends on the context. As well as the need to adapt it to the specific needs and objectives.
Success needs an alignment to the needs of the environment. An organisation must be oriented and structured appropriately.
It must be structured to provide long term enablers and short term success factors to meet both long term and short term needs.
Leadership is about yourself, your teams and your organization. It has become more complex over time. In an industrial environment, leadership was dominated by the need to be efficient, to ensure operational excellence. This is the domain of management. While this need has not gone away, it is not the only need.
With the increased speed of change, the ability to modify and disrupt, to operate in an uncertain environment, becomes a critical success factor for the sustaining ability to deliver. It requires entrepreneurship on every level.
Organizations need to be able to learn fast, to adapt and spread new insights and knowledge between its members. They rely on the initiative, motivation and loyalty of their members.
The learning organization starts with team learning.
It starts with providing a safe space, physical proximity which makes it possible to collaborate and an environment which encourages learning from each other.