{"id":371505,"date":"2018-03-06T11:04:33","date_gmt":"2018-03-06T16:04:33","guid":{"rendered":"https:\/\/www.steelcase.com\/?p=371505"},"modified":"2024-02-27T20:37:26","modified_gmt":"2024-02-28T01:37:26","slug":"creating-conditions-agile","status":"publish","type":"post","link":"https:\/\/www.steelcase.com\/research\/articles\/topics\/culture-talent\/creating-conditions-agile\/","title":{"rendered":"Creating the Conditions for Agile"},"content":{"rendered":"

Search the term \u201cAgile work\u201d and you\u2019ll get back nearly 25 million results. These queries return articles that describe Agile work in slightly or dramatically different ways. So, it\u2019s no wonder the term \u201cAgile\u201d can create confusion. To understand Agile, a good place to start is to recognize that Agile implementation is unique to every organization, and while Agile is easy to learn, it is difficult to master. The Agile journey is ongoing and creating the conditions for Agile teams<\/a> to thrive contributes toward mastery.<\/p>\n

Some teams operate in an Agile focused <\/a>way. These are often software development teams with a process founded in Agile principles and supported by a framework such as Scrum. Others are agile inspired. These are often non-information technology teams influenced by Agile principles or a move toward an agile culture that is fast, innovative and customer focused.<\/p>\n

\u201cBecause Agile principles and related framework\u2019s operate within a mindset of ongoing learning, you\u2019re always seeking to stretch and improve,\u201d says Dr. Tracy Brower, principal, Steelcase Applied Research + Consulting (ARC). \u201cYou\u2019ve never truly arrived. The work is changing continuously which means the process needs to change to support it as well.\u201d<\/p>\n

In order to progress effectively when it comes to Agile work, Brower says it\u2019s important to have a firm grip on whether the conditions are right for Agile to take hold. She suggests intentionally managing the conditions to help your team succeed. Brower is a member of the ARC team which works with organizations around the globe interested in advancing their adoptions of Agile.<\/p>\n

\u201cThinking about the holistic work experience is especially important to Agile because Agile requires such a comprehensive mindset,\u201d she says.<\/p>\n

When helping to evaluate an organization, ARC surveys leaders and employees to explore current conditions around four main areas:<\/p>\n

Culture<\/strong>
\nDo the cultural norms reinforce Agile principles? Do people behave in a way that suggests Agile principles can be implemented successfully? Some questions include: Is there transparency? Are team members physically present together? Do people feel connected to a broader purpose?<\/p>\n

Process<\/strong>
\nDo elements of the work process contribute to success with Agile? How does your team get things done? Some questions include: Does your team\u2019s process allow for customers to be visible? Are team members dedicated to one thing at a time? Do you take time to reflect and learn when you experiment and iterate?<\/p>\n

Tools<\/strong>
\nDo tools and technology enable the Agile process? For Agile focused work, tools need to move with the process. Some questions to ask: Are your tools equally accessible? Do they help make knowledge visible? Are team members able to shift resources based on needs and demands?<\/p>\n

Space<\/strong>
\nIn what ways does space support Agile working? Some questions include: Does the space let teams see each others\u2019 work? Is it welcoming to others? Are teams empowered to change the space as their process changes?<\/p>\n

In addition to supporting our customers with Agile, Steelcase is also in the midst of an ongoing experiment within its information technology department where people are using the physical environment as a prototype to figure out what best supports different types of Agile work. As researchers and designers begin to gather lessons learned from the coders, analysts and other IT professionals working within the space, key areas guide design directions and map implications to the workplace.<\/p>\n

Culture<\/strong><\/p>\n