Lean-Agile Transformation: Eight Key Factors

In a market environment characterized by constant change, agility turns out to be an important tool for many: regular feedback, short iterations, early detection and correction of errors, and autonomy lead to top results. What sounds tempting in theory, more and more companies are putting into practice - and failing miserably. With the following key factors, agility can be better mastered:

1. understanding as foundation

First understand, then act. Those who take it upon themselves to integrate agile methods must first and foremost recognize that they are not one-size-fits-all: They depend on the industry, the corporate culture, the employees and individual Challenges. What works for competitors is not automatically groundbreaking for one's own success. Edgar Ehlers, founder of the ee factor agile consulting GmbH, knows what it's all about: "Agility means adaptability, flexibility and direct response to change - above all, implementation is not a short-lived trend, but a continuous process." Companies use agile methods as a tool and learn to continue them in the long term as well as independently in order to cope with today's fast pace.

2. analyze situation and set goals

Verbalize strengths, identify weaknesses and formulate goals - anyone who wants to lead a company to agility cannot avoid a rigorous analysis of the current situation. A thorough examination of corporate cultures, hierarchies, communication structures and work processes strengthens the foundation for restructuring. "Whether it's increasing efficiency, boosting innovation, or increasing employee engagement, companies need to pre-define the goals they're pursuing with agile methods and consider what needs or challenges they'll face along the way," says Ehlers.

3. communication and transparency

Why does a company decide to restructure towards agility? The answer to this question must be communicated openly and transparently, especially internally. "All teams learn about the reasons and benefits at the outset, as well as about decision-making processes and project progress on an ongoing basis - this strengthens employees' trust and commitment with regard to implementation," explains the managing director of the agile strategy consultancy ee factor. The introduction of more efficient communication channels and tools supports fast and collaborative exchange within the working community. Regular stand-up meetings as well as check-ins promote collaboration. The introduction of agile methods also affects customers, business partners, and the public - so communication of upcoming or occurring turnarounds must also take place externally.

4. corporate culture and value change

Prevailing norms and attitudes set the tone and significantly shape the working and corporate culture. CEOs often wonder why change is slow or has not yet taken root. The reason: In a company, there are often several Change curves and each employee is at an individual point on his or her own curve. While management is already acting in line with the new corporate culture, some employees are only at the beginning of the curve. This results in differences that are the result of non-transparent communication. In order to loosen up behaviors and processes, it is advisable to introduce trial phases. These periods serve as a test run for new methods or processes before companies finally implement them. In this way, management gently weans employees off old patterns. Pilot projects help to gain initial experience and achieve success through innovative methods.

5. involvement of the management

Agile processes make a good impression on the outside. It often happens that the company management adorns itself with agility, but puts little energy into the implementation itself. Pure hubris and a lack of commitment often stand in the way of moving away from long-outdated hierarchical models and organizational structures. The management level sets the pace in transformation processes - only then does the entire company follow suit. In order to break through hierarchies and distribute responsibility equally among all, managers move from the passive to the active role: In addition to participating in training courses, they lead agile projects themselves and hand over decision-making power to employees.

6. empowerment of employees

Comfortable routines characterize everyday working life in German offices. Forced to abandon this rhythm is met with rejection by many employees - but they have a lot of responsibility, especially in agile companies. Leaving one's own comfort zone triggers insecurities, especially if there is no solid feedback or error culture in the company. Edgar Ehlers speaks from experience: "The fear of doing something wrong inhibits the potential of employees. Only the promotion of a Culture of continuous improvement releases rigidity: employees learn here that mistakes are part of the learning process and change their working attitude without fear. From Errorculture develops Learnculture and failures give rise to new learnings and motivation, which in turn increases engagement."

7. regular further training

Stagnation and lack of know-how are the biggest factors for agile methods to fail. On average, a manager receives 1-3 days of training per year. This is by far not enough. Employees and management should therefore participate in preparatory and accompanying training courses and workshops in order to build up the necessary knowledge and understanding. For objective expertise and interdisciplinary experience, it is advisable to involve external consultants or trainers who take on a supporting role until the company is in a position to do so autonomously. For this purpose, the management level appoints so-called change agents who act internally as ambassadors for the agile transformation. They provide advice and support to other employees in order to continuously expand the knowledge and skills of all.

8. patience and realistic time planning

Faster, higher, further - those who strive for change would ideally like to achieve results as soon as possible. "To establish agility as part of the organizational structure and culture, companies need to be patient and have realistic expectations," knows Edgar Ehlers. "Introducing agile methods takes time for them to have their full effect - only then will companies really succeed in implementing and benefiting from ways of working in the long term." To measure progress, it is important to regularly reflect on and review agile methods. This allows potential gaps in the tailored strategy to be identified and possible adjustments or further developments to be made.

 Source: ee factor