Monday, 22 january 2018 | Redacción CEU
Renew or die! It is the rumble that resonates constantly in the head of many managers. Changes are coming and this is an ideal time to make decisions, consider new options and, even, reinvent yourself if necessary. Many companies adopted agile methodologies in their organizations for years, especially the emerging companies with a technology character, but now that the changes occur at a greater pace and in a greater number of sectors, this alternative model becomes stronger. What is the agile philosophy? What does this work model imply? Can any business be transformed into agile?
When a theater company steps onto a new stage, even though they have interpreted a play a thousand times, they have to stop and think how actors can execute and interpret this representation in a natural way in this strange space. Reacting to changes, it is necessary to devise new strategies to achieve success. Many firms, as if they were itinerant theater companies, constantly face new areas to explore. They should be prepared to learn how to use new tools, face new situations and solve new problems in short times. How to manage to address this changeable reality without failure?
Agility is a work methodology that aims to turn the situation around and get the best possible performance in changing work environments that generate uncertainty. More than a system, it is a philosophy based on adaptation and the attempt of continuous improvement. Among the companies that have used it there are large firms like Google, Amazon, Spotify or Facebook. Actually, it is not a new methodology. Although the changes experienced by some sectors in the framework of digital transformation are new, for this reason, many companies have gotten on board –into the car of the itinerant company– and are now betting on it.
What is the agile method?
Encouraged by Ken Beck, an American software engineer and creator of the extreme programming, seventeen critical software developers of the rigid and traditional models decided to meet in Salt Lake City (USA) in 2001 to discuss the work management in this specialty. Within the framework of that meeting, what we know today as the Agile Manifesto was born, although initially it was destined to be a guide document in software development, it would end up inspiring the rest. The principles on which the manifesto is based are the following:
- The value of individuals and interactions over processes and tools
- The value of what works over the comprehensive documentation
- The value of customer collaboration over the contract negotiation
- The value of responding to the change over following a plan