Author: Rodrigo Pinto

In an increasingly competitive market, having a strategy that makes you outperform your competitors is amazing, isn’t it?

The data culture together with high performance teams can help you in the organization’s strategies as a whole, promoting exponential results.

When collecting information, the objective of many companies is to convert raw material into useful data, especially in this scenario of constant changes in consumption behavior.

Thus, the data can be used for decision making, strategic planning and even the reformulation of work models.

What is Data Culture?

The data driven culture, that is, data oriented, is one of the examples of a process or tool that helps teams to be more analytical and focused on always putting the user at the center of decisions, making the work to be focused on generating more value for the customer and, consequently, for the organization.

To be data driven is to work with a set of actions, decision making, strategy improvements based on data and not on general guesses or studies.

It is a process made by detailed analysis of the information collected in different ways, such as website and application forms, events, landing pages, mkt email, chatbots, etc.

All user-generated data can be used for analysis, as the purpose of this verification is to acquire references that will help in planning actions and strategies.

According to global data from Gartner, 86% of executives at the world’s largest companies place data and analytics strategy as a priority in their business for the coming years.

Companies that start acting through data responses have a much better chance of increasing their results and achieving good quality delivery to their customers.

For this management to happen efficiently, it is necessary to monitor the most important indicators, and not just collect random data, in addition to having multidisciplinary teams that work from end to end in the initiative, increasing performance and results much more.

How can high performance teams help?

High performance teams are already composed of people who work with the data culture, since it is through metrics that the team can see the results of its team, improving strategies, deliveries and increasing results for the company as a whole.

To learn more about this topic, click here and read our blog post< /a> about high performance team.

What the data culture and high performance teams can bring benefits to your company:

1. Continuous improvement of company processes: every business always wants to evolve for the better, through the metrics and data collected it is possible to improve and automate processes.
2. Growth in company profits: teams that deliver good deliveries ensure better results and make the company able to increase its profits.
3. Identify customer needs in advance: using the right data and analytics will make it easier and faster to see when there is a demand from your customers and understand what their needs are.
4. Improve process management: Every area can improve its processes and deliver value to its customers, but it is necessary to change the mindset first. With the correct analysis of data – whether from the customer and/or the employee, it is possible to understand what is going wrong and outline a plan of action and improvements.
5. Evaluate goals for operation management: with captured and filtered data, it is possible to direct new processes and strategies and define new goals so that the company’s objective is achieved.

Therefore, we saw how the data driven culture is essential within an agile and digital work model, turning data into important and essential information for the performance and strategic growth of an organization.

How to do it here at Agile.Inc

If you are already going through a digital transformation process, it is much easier to implement the data culture in your company and stay ahead of your competitors.

For this change to happen, it is necessary to have a multidisciplinary team of high performance that will help you achieve good results with correct metrics, tools, roles and tools.

In our focus, we focus on the characteristics of each company, analyze the conditions and context, and offer all our expertise to build multidisciplinary teams, adapted to each type of product.

Made up of several specialists, our high-performance team assesses – always four-handedly – ​​the current state of the company, analyzes the results prior to changes, implements new methods. to be analyzed, it creates a transformation backlog, which will be implemented and adapted throughout the process, aiming at various changes, such as:

• Change the mindset and paradigm from a Traditional model (prescriptive and ordered) to an Agile model (adaptive and interactive);
• Break the status quo, seeking greater productivity;
• Create a better form of communication and promote full integration between areas, for better decision making;
• Place the client at the center of all settings and choices;
• Transforming opportunities and ideas into successful products.

Our team is supported by Scrum.org and will help your company to be more innovative, desirable, viable and feasible for the creation of products and project development. Count on Agile Inc. consulting and assemble a squad that will elevate your company.

Having a self-managed team is every area leader’s dream, isn’t it? But we know that developing collaborators with different profiles to achieve the product objective is even more challenging.

Thinking about it, companies from different segments have started to look for high-performance employees, but it would be even more interesting if this were developed already in the employees who are part of your company, no and even?

To understand how high performance teams work and how they can help your company generate more results just keep reading this article.

After all, what is a high team performance?

High performance teams have high competence, expertise and commitment to goals – which are very clear to everyone involved. Generally, this type of team shares the same vision, values ​​and purpose, in addition they are always engaged and aligned with strategic objectives.

In this case, high performance is more than achieving good results, it is going beyond what is expected. High performance is directly linked to attitudes, sense of ownership and focus on delivering value.

A high performance team is motivated, has a very strong culture and is willing to improve, always looking for new challenges.

In truly digital and innovative organizations, we can call a high-performance team the Squad. In other words, a team composed of people of different abilities, united to create products or initiatives that generate value, from their ideation, through all development, to delivery and usage monitoring.

High Performance Team: Squad

Basically, the Squad is an organizational structure composed of people of different abilities, who have a very clear objective: to have more value delivery, working from end to end on that product.

Different from the traditional model of software creation and project management, Squads are multidisciplinary teams, with fewer silos, less hierarchy, more autonomy, focused on their principles and objectives, and who work to solve a problem or challenge within an organization.

O Spotify created this template to solve a challenge they had at the time and, as it became popular, many people started copying this one. people organization format.

If you really want to understand how this model of Spotify Squads came about, click here and see this great explanation from Rodrigo Pinto, our Agile Chapter Lead.

So a Squad is a High Performance team that many companies have already adopted along with the Scrum work model.

What are the characteristics of high performance teams

Well, when thinking about developing a high-performance team, you need to analyze what characteristics are needed for your challenge.

In other words, there is no standard model, but the one that best suits your company and the results that need to be achieved. Check out some characteristics that a Squad needs to have: 

Leadership

Having a well-defined leadership is essential for a high performance team, this need is due to the fact that team members can have no doubts about who to turn to when necessary nor who is the final decision.

It is also very important that the leaders are always not only encouraging but also inspiring the entire team.

Self-Management

Despite the very present leadership, self-management is also very important. The focus here is on each team member taking full responsibility for their roles.

It is important to emphasize that despite the leader, each person can manage their time, decisions and the way in which they carry out the tasks.

Multidisciplinarity

High performance teams are nothing less than a group of people with knowledge, cultures and backgrounds in different areas working in synergy towards a common result.

Having said that, multidisciplinarity is very important, as here the individual skills complement each other making everyone collaborate to achieve the best results.

Anticipation

Projecting what’s to come and thinking ahead is a strong characteristic of high-performance teams. This behavior helps to prevent problems and situations that could compromise the performance of the team as a whole.

Assertive Communication

Knowing how to communicate is extremely important. High performance team members understand that assertive and efficient communication impacts the bottom line.

In this type of team, periodic meetings are held to monitor, encourage the exchange of experiences and feedback. Internal communication is valued!

Collaboration

For a team to achieve high performance, it is essential that there is collaboration between members.

Instead of each one closing in and focusing only on their tasks, here the members help each other and, in a collaborative and integrated way, they are able to deliver more consistent work.

Once you have verified which of these characteristics need improvement in your team, develop a training plan.

Differentiated Mindset

As already said, to create a high-performance team you need to change the mindset of your company, managers and team.

Structuring the work environment for an innovative atmosphere does not mean taking inspiration from trends in Silicon Valley companies and putting ping pong in your company’s common area.

We need to focus on a more physical aspect, such as the structure of the tables, making employees work closer, encouraging people to leave the physical space of the company to focus on resolution of the problem.

But yes, the focus remains on innovation!

And for that, you need to change your mindset and forget about the idea that directors are in separate and isolated rooms, you need to have these people always in an easily accessible place for all collaborators.

Important: In addition to these characteristics, the manager or area leader needs to understand the employee and encourage them to be a high-performance person. But how to do this? Here are some tips.

• Provide courses and certifications so that everyone can learn about all the techniques your team needs;
• Encourage teamwork, hold meetings, dynamics, etc;
• Create challenging goals, make your collaborators step out of self-indulgence and face new everyday challenges;
• Trust the professional and give them autonomy to resolve and bring solutions to conflicts;

How to build a High Performance team?

At Agile.Inc we listen to our employees and give them full autonomy to bring ideas and new concepts so that the company’s objective is achieved.

Our High Performance teams are divided by clients and modulated according to the client’s needs. We listen to our customers and with that we bring the best qualities of different people so that the customer’s pains are resolved.

We have also developed knowledge trails consisting of training and certifications so that employees can follow with new work tools and thus achieve their goals.

Count on us at Agile.Inc and talk to one of our professionals so we can help you build your High Performance team

The world is changing at a very high speed, organizations are increasingly trying to meet market needs and differentiate themselves in a competitive landscape. For this, projects and more projects are executed in order to achieve the sole objective of meeting the needs of the market and/or people. And Scrum can help you.

Scrum: the art of doubling up in half the time.

In the mid-1990s, Jeff Sutherland and Ken Schwaber created the Scrum method, with the objective of solving common problems in organizations, ensuring a focus on what really generates results.

In order to explain the benefits of Scrum, its application for greater productivity, Jeff wrote a book called “Scrum: The Art of Doing Double the Job in Half of time”.

In this book, he tells how he used Scrum in his personal experiences to clarify problems and act on them, in order to help people and companies to plan better, to focus on the customer and on continuous improvement.

How did the term agile method come about?

The term agile method came up with the Agile Manifesto, created in 2001. This small document was known for its 4 values:

• Individuals and interaction between them more than processes and tools;
• Software at work more than comprehensive documentation;
• Client collaboration more than contract negotiation;
• Responding to changes is more than following a plan.

All agile methods from Scrum and XP (the best known) are based on these 4 values.

The main goal of agile methods is to satisfy the customer through small, recurring deliveries of value, through short, continuous development cycles.

How to apply the agile methodology?

To implement agile methods in companies, it is very likely that a change in organizational culture will be necessary.

This methodology uses the principles of constant adaptation. They also aim to eliminate and reduce waste and inefficiencies caused by communication noise, bureaucracy and technical obstacles.

The agile methodology works in companies that work with a high level of collaboration, where members contribute to the development of projects/products through small teams. Let’s take a look at some changes that are often needed to make companies more agile:

• The company’s objective must be to please the customer and deliver the best product for the established demand, with total efficiency.</ read>
• The work should be done in self-organizing teams, where management takes place in order to enable employees to contribute as much as possible.
• The work must be coordinated by agile methodologies based on iterative cycles and customer and stakeholder feedback.
• Transparency and continuous improvement need to be predominant values.
• The decision-making in the company must occur predominantly horizontally.

Why aren’t people producing?

Now that we are familiar with Scrum and know a little bit of principles for implementing agile methods, let’s better understand about common mistakes in applying agile methodologies, especially Scrum. The big challenge here is for people to understand that it is not simply by changing names, roles and meetings that results will happen. A deeper understanding of Agility and its true application is needed.

Mistake #1: Thinking that doing a daily scrum does with that you are agile

Daily Scrum is a vital part of Scrum, but just doing it for the sake of it doesn’t help at all.

The goal of the Daily Scrum is for developers to review and plan their progress toward the Sprint Goal. It is also a forum to allow you to identify potential issues and deal with them quickly or later.

It is designed to be a short meeting, to resolve issues and ensure (at a minimum) an ongoing level of communication and team planning as the Sprint progresses.</ span>

Mistake #2: Thinking a Scrum Master is a Project Manager

The Scrum Master has the role of supporting the implementation of Scrum in their work practices.

Some people assume that a Scrum Master is the same as a project manager, but the Scrum Master is probably a new role, perhaps never seen by some, so it is flawed to do. any kind of parallels.

In the practice of acting as an SM, it is common to act as a teacher, facilitator, coach and mentor. Technically, he doesn’t manage the team. The Scrum Master provides guidance and advice to Scrum Team members, especially on issues related to the rules of execution framework and role fulfillment.

Mistake #3: Making Scrum Team Too Big

Ideally, a Scrum Team should be a small dedicated unit working closely together and self-organizing. For this to happen efficiently, it cannot be too big. The maximum size should not exceed 10 people, ideally around 8 members.

Jeff Bezos makes a joke of this theme by saying that the ideal size for a team is a number of people that can be fed by two pizzas. It’s up to you to determine the hunger level and therefore the size of the pizza. 🙂

Error #4: Pin Product Backlog

Product Backlogs are what we call live artifacts. This means that they are being created and changed all the time, during the creation of the product and execution of the Sprints.

Some people who came from the traditional paradigm, well known for the waterfall model, have some difficulty in understanding this concept. They associate the Product Backlog with the closed scope of a project and that is completely incorrect!

The Backlog’s premise is to be flexible, that is, with the learning acquired at each Sprint, the team (in the person of the Product Owner) will adapt the Product Backlog so that it be more and more adherent to what the customer needs.

Error #5: Not having the patience to follow the process

It is necessary to understand that in Agility there is no one-size-fits-all solution and there is no ready-made recipe for how it should work. and others not.

Each team and company should seek to follow its own learning path. A basic principle that closes all our theoretical conceptual is continuous improvement. A team cannot say that it is agile if it does the same things, in the same way, for a long time.

Once applying the first tools, some teams don’t have the patience to correct mistakes, learn, train people better, and allow the principles of improvement to take effect.

Completion

Finally, it is hoped that a true understanding of agile principles will suffice for teams to generally reap the benefits that Agility aims to deliver. As the days go by, agile teams must grow in this understanding (which is new to many) by finding, testing and validating better ways to work. This promotes team productivity growth and maximizes value delivery.

One ​​of the great needs of companies these days is to have better results, more productivity, and to really be able to connect more and more with their customers.

The point is that the race to have more competitive advantage in the market is only increasing and many organizations are still failing to develop digital products that put you ahead of the competition, and that delight your customers. real users.

Many companies claim to be digital or agile, but deep down we see that they are still traditional, with a change, most of the time, of facade.

Every day many questions come to us. They are requests for help, for people who want to change this scenario in their teams. The main questions that arrive are:

• How do I create better digital products?
• How do I do a real agile makeover?
• Where does agile end and digital begin?
• But why do all these problems happen?
• Is all this normal?

Starting with the last question: yes, this is all normal. This is a common process in the market, and normal for your company.

However, it is necessary that companies take the next steps as soon as possible, that they manage to avoid mistakes and basic flaws in order to really be agile and digital.

The companies that make it through this phase will be able to stand out a lot, and will really have a competitive advantage.

And the professionals who manage to make this evolution in companies, will certainly stand out from the average person.

Really Agile Transformation

True agile transformation, which is the foundation of digital transformation, is a long journey and not just an installation of some ready-made model.

It’s not enough to “buy agile” from a traditional consultancy, train everyone, change method names, and presto, think you’re agile.

You will only be agile when you get:

• People with more skills for building digital products;
• Better and more agile processes for this creation;
• A true vision of digital products;
• Good engineering practice;
• Really agile leadership, among others.

However, to achieve this goal, there is a journey, there are stages, there are stages that the company goes through, to be able to create really better digital products.

You don’t measure whether the company is agile or not, but how agile or not it is.

Stages of Change

Imagine this situation: there is a problem, you realize that the organization is losing money, you know you can have better processes, you need high performance teams and deliverables that really add value, but it doesn’t know how or where to start to change.

Currently, organizations want to be agile, but in most cases, they don’t even know why they want to…

They just decide that and believe that agility will solve these situations mentioned above.

And, because of this aimless decision, it is common to implement some agile method in a mechanical way, without learning deeply and incorporating the concepts and principles into everyday life, without changing the status quo.

And as a result, team productivity can drop!

This is because of the curve of change, the J-Curve, a complex process explained by psychotherapy.

Developed by psychotherapist Virginia Satir, the model is described in 5 stages, which have an effect on feelings. acts, thoughts, performance and philosophy.

By going through these effects you can improve the way you process change and help others process it.

When it comes to organizational agility, you can also use the J-turn as a road to be traversed.

In many ways, agility helps reduce risk.

But when we’re talking about organizational change, this agility, most of the time, will first express itself in a slight decline in performance.

Therefore, it is important to say that this is totally normal, and is directly linked to changes in the organization’s status quo, which shortly after this decline will start to increase its results and performance of the teams.

In general, this process happens when a person or a small team seeks to better understand agile concepts and starts small initiatives.

Seeing the benefits, she feels she needs to go through this transformation (even though she’s not sure what it means to be agile).

Because of this shallow perception of the meaning of “being agile”, some method mechanically implanted in this organization and without strategy, be it Scrum, Kanban, among others, will cause the team’s productivity to drop. This is exactly what the J Curve says.

To prevent the above errors from continuing to happen, you need to have the right people to go through this change process.

And they should start by understanding the scenario you’re in first.

After many studies, we identified that there are four stages, in which it is possible to understand how far behind companies are in developing digital products or how much they are really being agile and creating products from the best way possible.

We can classify them as agile maturity stages and they are divided into 4 levels: traditional companies; agile mechanic; trying to be agile and agile professional.

• Traditional companies are those who understand a little about agility and try to implement some concepts and practices in a shallow way;
• Most organizations are already practicing what we call mechanical agile</b >>
  
• On the second level are companies that are trying to be agile, in a transitional phase in which they are not really agile yet, but they are well on their way to doing so;

And in the third stage, we have the organizations that run the Agile Professional , which are those that are ahead in the market and develop digital products with the right professionals, with the best engineering processes and practices, with the correct product vision.

The more mature, it is clear that greater benefits will be reaped, and thus the company will have greater productivity, performance, greater connection with the customer, and will thus have an advantage over competitors .

Knowing the 4 stages of agile maturity, looking for high performance

Stage 0 – Traditional Companies

These are those companies where the employee or manager has heard about agile transformation but hasn’t put it into practice yet.

Usually, these are companies that, a person who has read a book or article on agile methodology, understands the importance of this process as a whole and will start looking for a consultancy to in order to have help the professional in transformation.

It is that company that is starting in the world of digital transformation and is afraid of the changes that need to be made.

Despite trying to implement some concepts and practices, it still hasn’t been able to incorporate the agile mentality in the company’s skeleton, causing the results not to arrive.

Stage 1 – Mechanical Agile

This is the stage where most companies are!

At this point, the concept of agile transformation is already known, but not the complete process.

Normally, the company already uses methods such as Kanban, they have daily alignments, change area names to squads, use post-its to organize tasks and some other organizational methods…< /span>

Nevertheless, it still can’t really be considered an agile company.

• It is not yet a transparent organization with clear objectives</li >

• There is no transparency of information, with a lot of visual management</li >

• It still does not have short cycle deliveries, with a focus on value generation</i >

• There is a need for more visibility, improvement in processes and more collaborative areas</ read>

This is Mechanical Agile! A stage in which one already knows and uses some agile concepts and practices, but the culture, the mindset, is still completely traditional and Taylorist.

Is it possible to change the behavior of this company and reach another level of agile maturity?

Yes, with training, consulting and building high performance teams – which is what we do with the help of Agile School – our educational area – and in Agile Inc, developing corporate solutions.

This stage is also known as Agile Zombie.

• Zombie is a person, isn’t he? He has arms, legs, a piece of his head. But we know that the zombie is not a real person because it has neither a thinking brain nor a beating heart.
• Making a parallel, many companies are mature Agile Zumbi: they even run an agile process, they even have an agilist and a certified product owner, but in the end, they don’t have an agilist who removes impediments, they don’t have a product owner with authority over the product, they don’t have a leader who understands what it means to be a leader, they only have kanban tables but they don’t analyze the flow. In other words, they are more like Zombie!

Stage 2 – Trying Agile

These companies are at an intermediate level, right in the middle of the road. Despite having already passed the mechanical agile phase, it still does not have a continuous workflow to be considered a professional agile company.

Processes still need to be improved and employees still need to develop skills, knowledge and experience.

This is a process stage where companies are starting the agile journey. It is a transitional period, where companies stay for a short time, as they are in the race for agile and digital transformation.

At this point, companies are transforming themselves into an agile organization with each passing day, they are in the process of adapting and implementing new cultures and methodologies.

Stage 3 – Professional Agile

The company is already reaping the fruits of the agile transformation and has already completed the entire transformation process, it managed to complete the previous step.

The areas now connect when working together, mainly supporting the business areas, and really put the customer at the center of decision making.

They have more transparency and are concerned with giving visibility to what is happening to everyone.

In addition, they prioritize deliveries and always ask themselves “are we doing the right thing?”

Companies that are running an Agile Professional, have the Agile mindset on a daily basis within teams and decentralize decisions, but always have a high alignment between all sectors.</span >

Not only the leadership, but the teams already understand the importance of having clear and well-defined goals, as well as alignment in the execution of processes.

The teams are empowered, each one has a certain freedom of decision, not being all centralized in a single manager.

In addition, innovations happen all the time, as there is complete freedom of adaptation in all areas of the company.

Employees work motivated and therefore produce more solutions.

In agile leadership, goals are determined, the company knows its customer in depth, promoting the delivery of value and removing impediments.

We at Agile Inc. can help you get to that point. Our goal is to shorten the agile transformation journey by delivering value to you.

At the end of the process, when your company is professionally agile, that is, truly agile, you will have conquered:

better operational efficiency, better value for your customer and risk management (agile governance that will reduce your internal risks).

How to build this journey of evolution?

For you to evolve and become a company in stage 3 – Professional, you need to assemble your development plan, looking at some perspectives.

Here at Agile.Inc we classify organizations into 4 pillars, after creating a radar with perspectives that mix operational, tactical, strategic eyes.

Let’s better understand each one of them so that you can identify which stage your company is at and, thus, make improvements until reaching professional agile, that is, developing truly digital products innovative.

These four pillars are Process, People, Product and</span > Engineering Practices.

Process: refers to how we create digital products. They involve issues such as strategic objectives, metrics, visual management, impediments management, agile product delivery, flow management, data driven, kaizen;

People: It is important to understand if you have the right people, in the right place, and with the right motivation. In this pillar we look at roles and responsibilities, sense of ownership, clear goals, self-organization, multidisciplinarity, values ​​and principles, community of practice, product mindset, product manager;

Product: what product do we want to create, what vision do we want to reach? In this pillar we pull subjects such as product backlog management, metrics, UX, UI, product vision, ROI maximization, customer and value focus, roadmap, portfolio backlog;

Engineering Practices: only with the right engineering practices will we be able to be really agile, so some subjects are extremely vital, like Automation, Agile QA, DevOps, Definition of Done, Clean code, Agile treadmill, architecture, product integration, teams cross and enablers.

Based on these pillars, and now looking more from an operational point of view, now from the tactical perspective and now from a strategic perspective, we set up an evolution plan for the company’s journey.

This plan must be constantly revised, as if it were a Product Backlog of a product, but in this case, a Change Backlog, to bring your company closer to Professional Agile.< /span>

Looking at the 4Ps and maturity levels, we found some interesting features. santes, which can be useful for you to analyze if you are closer to the traditional or closer to the professional.

Characteristics of these pillars of a company at the Mechanical Agility:</ span>

• Development team falling out
• Product owner proxy: just take orders without caring too much
• It’s a team that doesn’t think about valuing the product
• No integrated view
• No portfolio
• Many decisions are made based on guesswork, 
• Metrics, based on data are missing
• Scrum Master/Agilist is that person who is in his or her first experience of agility. It still doesn’t have much expertise
• Areas divided by people who think and people who do.
• Efficiency-oriented teams/tasks
• It is not clear where your responsibilities begin and end
• Predictive leadership, which monitors your collaborators
• The team serves the leader
• Long flow, each area has its task and priorities
• Documents are unclear
• Tests are done manually
• Team is seen as coders
• Ignore or hide technical problems

Characteristics of these pillars of a company at the level Professional Agile:</ span>

• Customer focus as a basic principle
• The team understands each other and works together
• Have a fully integrated view of processes
• Have an overview of what’s going on, as an organization coach
• Processes collaborate with the delivery of product value
• People expose problems
• Contributors bring new insights
• Mistakes are accepted and are part of learning
• It is necessary to use self-organization, using the wisdom and intelligence of the whole team.
• The team is engaged, motivated and with purpose
• Leadership changes its profile, being a culture of delivering value, avoiding waste.
• The leader serves the team
• Teams work together with the same goal, making deliveries run quickly</ read>
• Multidisciplinary teams organized not by area, but by product view
• Team is a co-author, knows the best solution for a given problem
• They give transparency to technical problems, because they understand that they represent a risk to delivery and take time to resolve them</span >

Create a digital product that really it’s agile it’s complex, so there’s no way things can be done separately (as is done in traditional companies).

For everything to work correctly, operations and professionals need to be integrated so that everything is done quickly, yet efficiently, and with a focus on delivering value.

Identifying my company’s maturity stage

There are some perspectives that can be analyzed and taken into consideration to identify how agile your company is considered.

Check out what these areas are and what can be analyzed:

Practices and Roles

The aim is to understand if the organization is using processes efficiently and also if everyone knows their respective roles within the company.

If you still don’t know how to identify this, there are a few questions you should ask:

• Is it clear what the responsibilities of the roles currently available in the company are?
• Is the teams workflow visible?
• Do teams have explicit policies (eg definition of ready to work, definition of done etc.)?</ span>
• Are bottlenecks and queues visible in the teams workflow?
• Do the teams have clarity on the main sources of rework?
• Are software engineering practices being used to keep code healthy?
• Is the publishing process automated?
• Are there automated tests?

Metrics

The intention here is to understand if your company has been using business and process metrics.

And if so, at what level? You need to stress the importance of developing benchmark metrics that will help improve your product.

To analyze this, ask yourself:

• Are business metrics being used in the decision-making process?
• Are the business metrics visible for everyone in the company to review?
• Business metrics are used as a reference in the process of defining an initiative (ex: which business indicators will be leveraged by project X)?
• Do teams use process metrics to project lead times?
• Do teams use process metrics to analyze process health?

Business-oriented prioritization

Does your organization set priorities?

It’s important to consider that when everything is a priority, nothing really matters.

After all, everything is on the same level, needing attention and urgency.

Therefore, it is necessary to understand if there is a structured prioritization process.

Ask yourself:

• Are there clear prioritization criteria?
• Has prioritization taken into account customer needs?
• Are business metrics used in the prioritization process of initiatives?
• Is an analysis of dependencies between initiatives carried out before finalizing the prioritization process?</li >

Financial result

Your company measures financial results of your initiatives?

This is something very important in an agile journey.

To find out if they are already doing this or not, ask yourself:

• Is the organization’s leadership clear about the business objectives of each initiative?
• Are the teams measuring the financial result of deliveries?
• The organization is able to classify the initiatives according to the expected result (ex: this initiative will generate greater efficiency in the business, will help to conquer market share, will it be an innovation, will it anticipate the cost of delay?)

These analyzes will help you diagnose what stage of agility your company is at and where you need to improve.

Ok, I know my stage, how can I improve?

Now that you’ve identified what stage your company is at – and we can say that 85% of companies are closer to Mechanical Agility – there are some solutions that can be done for your company move forward on the change curve faster and reach the desired status quo.

In this case, some questions will be analyzed, namely:

• what is the company’s maturity problem?
• what is the executive level mindset?
• how is your team, is it lined up?
• how have agile methods been implemented so far?

After these reviews, it’s important to know that if you don’t have a good product vision, clear and organized processes, people with a different culture and mindset, engaged with the organization’s purpose , you will probably not be able to reach another status quo, nor advance through the agile maturity stages effectively.

For this you need the right professionals and suppliers.

This is the best way to have a radar for your organization, which will show you where the flaws are, where improvement is needed, so that you can build an effective and optimized strategy to your reality.

And you can do this in three ways: with training, consulting and building high-performance teams.

Trains

It is necessary to raise the level of knowledge of people and incorporate the true agile mindset, according to the needs of the company and its employees.

All training offered by us, for example, is certified by international organizations – such as Scrum.org, and performed by Agile School – our education arm.

Consulting

With the help of consultants, it is possible to break the traditional mindset to understand the way in which your company can create and develop digital products that generate greater competitive advantage.</ span>

Squads

A team of people with the right skills, the right knowledge and market experience to carry out this entire journey of change, the SQUADs. As each client is unique, it is necessary to analyze the working conditions in order to assemble a multidisciplinary team adapted to your type of business and needs.

Now that you know your agility stage and what you must do to get to professional agile, contact our consultants and transform your company forever.

Businesses want and need to create better digital products. What’s the point of having a great business model if you don’t have a digital product that can deliver all the benefits?

This has become a matter of survival!

That’s why this article is part of a series where we talk about the maturity stages of companies, and how organizations can take great advantage of leaving a low agile maturity level and reach a professional internship.

Let’s talk in more detail what are the characteristics of companies that are in Mechanical Agility and how this can “kill” your product.

If you already use agile concepts and practices, but don’t have people with the right skills to build digital products; lack of product vision on a daily basis; you don’t have good engineering practices or really agile leadership, you’re either wasting money on agile transformation or doing something just a front that won’t bring you concrete results.

Now understand the 7 characteristics of companies and people who are using Agility mechanically and are not changing the way they create digital products.

Agile culture

In organizations where Agility is being used mechanically, agile actions are more reactive, with the objective of “putting out fires”, than strategic or proactive actions.</span >

This happens a lot because companies don’t have a clear vision of what high performance teams are – who dominate all areas of creating great digital products.

And this lack of vision makes them think everything is fine, and doesn’t show the need to create a clear plan for improvement and evolution.

In companies with professional agile maturity, everyone works with customer focus as a basic principle, guided by clear goals and strategic objectives.

Method only

These teams are more arguing over whether the Scrum framework is better or worse than Kanban; Whether the role name will be Agile Master, Scrum Master or Agile Coach; That is, they are wasting time discussing this, instead of answering the question “What is preventing us as an area from delivering better products to our customers?”

Stakeholder centric

In these mechanical teams, much is said about customer centric, but little is known or really applies. Basically, they are still stakeholder centric – one business manager looks at the customer and thinks “what do I do with my product for this customer?”.

Following this question, the hypotheses are raised and become items for the implementation to be done by the Development team.

This generates a lot of waste of time, money, and increases the complexity of the development, because you are developing something that didn’t need to be developed.

It’s hard to make it clear to leaders that personal requests are not an acceptance criteria for developing something.

Leadership that “stood in time”

Leadership does not evolve in terms of agile knowledge and trends in the development of digital products.

The company still exists to serve the C-level, with heavy annual budgets and a fight between areas.

The leaders think they have the most knowledge and that they should chew it up for teams to just execute.

In this type of situation, self-organization is still something to be desired, but very poorly applied.

Leadership still demands a lot of increase in productivity, more delivery of tasks, but cannot act as a true leader, generating clearer objectives and metrics, removing obstacles and managing of motivation and people.

In truly digital companies, leadership propagates a culture of delivering value, avoiding waste, serving teams, toworking with the same purpose.

This way, the teams’ productivity ends up being MUCH higher!

Unified Product View Low

Given the world we are living in, in constant transformation, there is a lack of strategic planning in organizations.

Lacks product vision, a unified business vision. This is not to say that the company has nothing strategically planned.

It has good ideas and visions yes, but it is not shared and unified between teams.

This makes the people who build the product stay away from the necessary results.

The team ends up being seen as just a factory to build something, and not a team that solves a user’s problem and really adds value to the business.

Business X IT

In companies that use agile concepts and practices in a mechanical way, the areas of Business and IT are still very distant.

Distant in the sense that they don’t work together on a daily basis. In high-performance professional teams, some IT and Business goals are shared and professionals work together daily to resolve issues.

In the mechanical agile area, the IT area is still seen as a support area to deliver the roadmaps promised.

This also reflects a company structure with many silos, where each one works to solve their problem and remove any focus of delay in their area, for example.

Can’t tell Agile from Digital Transformation

You think Agile isn’t such a nice thing to talk about anymore and now is the time to talk about Digital Transformation. But when you ask what is one and the other, you can’t answer.

Digital Transformation, so talked about lately, is a movement that requires a much broader adoption of technology and is anchored in a cultural shift.

It’s more about people than digital technology.

Requires customer-centric organizational change, supported by servant leadership, driven by radical challenges to corporate culture and the leverage of technologies that empower and empower employees.

Among the various pillars of this journey is the adoption of agile practices and concepts, which are part of several stages of the Digital Transformation.

Agile is not helping

Overall, we see that agile concepts and the digital mindset were applied mechanically, just discussing processes and that the culture is still Taylorist.

This structure with low maturity already generates some gain, but it is still far from being considered a structure of truly digital companies.

Fact is, truly digital organizations (for example, banking institutions and payment methods) are gaining a lot of market, being able to hire the best professionals, they are being more productive…

All this thanks to a different model of working and creating your services and products.

Traditional companies really want these benefits and results, but they still don’t know what it really takes to start this journey of change.

The professionals who are managing to solve these problems in these types of companies are gaining a lot of space and visibility in the market, becoming scarce.

So what to do?

Stop reading this article for a minute and review your organization.

Has the introduction of that simple Kanban method alone been able to accomplish all these changes in your company?

Starting using Scrum, having daily meetings, having deliveries made by Sprints brought you expressive results?

I can say no.

And that’s the big danger of the first transformation step, that agile mechanic phase…

When you start a process as big as this, you, as a leader, see changes and believe in them.

But culturally, note how traditional your company is still.

Your collaborator is still afraid to expose himself; delivery cycles still last weeks and even months; each one works for himself, does his job and no one is sure how to collaborate with each other…

A clear purpose, an organized process is still missing!

Being agile is having collaborative teams, teams that see the processes as a whole, that focus on the customer for and that want to evolve and grow with the company.

Being agile is having a team that wears the shirt, but as long as you’re in a mechanical agile stage, that won’t happen.

Are you going to stand there, claiming to be agile, when you really aren’t?

Or are you going to go ahead, get your hands dirty and take the necessary step towards transformation?

Now what? How to change internship?

It’s simple to explain, but very difficult to apply.

One ​​of the best solutions is to raise the level of knowledge of some areas and/or teams, when it comes to creating digital products.

Here at Agile.Inc we’ve divided this increase in knowledge into four areas: Processes, Products, People and Culture, and Engineering Practices.

There are more than 20 sub-areas, forming the necessary framework of knowledge and application for teams to be truly digital, create products that delight, are productive, and give advantage to companies.

That’s how we did it in Sem Parar – one of the largest toll and parking services companies – generating a 315% increase in its Sem Parar app user base.

Being more digital has become a matter of survival for companies these days. And our mission is to help more and more people get there!

Talk to one of our consultants now to understand how we can help you.

Understand now the five bases necessary to succeed and competitive advantage in this Digital Transformation process

• Companies that were born in the traditional way and are now trying to migrate;
• Companies that were born with digital culture.

CULTURE

• Really put the customer at the center of your business;
• Having a culture of applied innovation;
• Empower teams, but with high alignment;
• Create a culture of “not being afraid of failure” and
• be more transparent in actions, decisions and plans

INTERNAL CAPACITIES

• Working with new technologies (Big Data, Blockchain, Machine Learning, among others);
• Agility in product development,
• Lean management in product design;
• Use Design Strategically.

STRUCTURE AND GOVERNANCE

• How are the areas of the company structured?
• How to break the organization’s silos?
• How is the budget defined?
• How are initiatives prioritized?
• How is work tracking done transparently?
• How to create greater operational efficiency, for example with automation?

PEOPLE

• Roles and responsibilities (noting that, it’s no use just being defined, but must be followed and monitored in a natural way by everyone),
• How is people’s motivation?
• And which leadership model to apply.

BUSINESS MODELS

• Developing leadership
• Enabling teams
• Applying Agility Concepts