Earlier we discussed some of the reasons why incorporating the agile approach in processes can lead to major improvements for organizations.
However, there are certain aspects that can represent challenges when we implement agile methodologies.
The enthusiasts and the resistance
Something that is quite natural in any transformation process is that not everyone responds to change in the same way. The agile approach adoption methodology can generate tension between departments and resistance in some individuals, due to the fact that it breaks with established structures and this can generate uncertainty among employees. Whether this approach is adopted gradually or definitively, gaps often arise, such as disparities in work rhythms and unclear application objectives.
Who is the leader?
One of the effects of teams becoming agile is that this leads to more horizontal structures. Hierarchical chains are blurred in order to give employees more autonomy and increase their participation in decision-making, which represents a challenge for some individuals who, as they are resistant to change, need direction or supervision to be able to fulfil their role within the project.
On this matter, another challenge can arise when leaders from different departments must collaborate on a project. If there is a lack of enthusiasm toward the new work method or configuration of the team, differences that hinder good performance might arise.
In pursuit of solutions
In order to transform an organization and instil an agile mindset, we must rethink not only the delivery methods, but also the structure of the organization, the organizational design, the way human capital is managed, the organizational culture and its leadership. In this sense, we need to foster a space for development that, first and foremost, helps identify the behavioural profiles of all the individuals that make up the organization and, that way, be able to anticipate the challenges that might arise at the time changes are proposed.
At PDA International we provide tools that can add value in this stage, such as the PDA Assessment – which aids in decision-making when defining work teams –, reports such as leadership matching, person-position compatibility, or tools like the PDA 360º FEEDBACK.
“Great leaders find ways to connect with their people and help them fulfil their potential.”
Steven J. Stowell.
Have you considered including these methodologies in your organizational projects? Cultivate the potential of your employees by tapping into the opportunity provided by digital tools for talent management.