EA Framework

An agile transformation, most of the time, is focused on achieving in an emergent way the creation of work cells that think and act differently from the traditional way, in an agile way, based on the agile values, which in most of the most common frameworks have the following components: 1) Empower and collaborate with people, 2) Frequently release value, 3) Experiment and learn quickly, through inspection and adaptation and 4) Work safely.

Most of the time the transformations, focus the efforts towards the operational level, forget the intermediate or tactical layer and even more the strategic one, where the sustainability of the change is. If this new approach is successful, then it is filled and presumed throughout the organization, so that efforts are replicated, more cells are integrated, scaled horizontally and a more effective time market is achieved.

The truth is that an agile transformation strategy is different for each company or organization, it varies for many things, some of them are: size, impact, the transformation process, the current state, the market, the future state, the predisposition of leaders towards change and their profile in this field, let’s also add that an organizational transformation does not exist, without the transformation of people, first people are transformed and therefore companies, each person is unique, their Internal dialogue is particular, the exchange of meanings is what gives cohesion to the organization. Then, the transformation is a game that begins inside and extends outside, we transform our being, to modify and expand our work, otherwise it becomes mere adoption (which is promised in 3 months).

Based on the latter, I would like to share with you some lessons learned as transformation MVP, independent of the sector or industry in question, in the form of an agile intervention system, which consists of not losing focus on the subsystems, contingent and emerging I will mention. Then, remember that your success in its implementation focuses on the person, on the leaders of the organization, being the specific recipients: the tactical and strategic level, obviously having as a guarantee, the coverage of the operational level.

The transformation then begins inside people and extends outward, impacting the spheres: personal, interpersonal, team, organizational scaling, whether vertical or horizontal, the evolution of the organization or the complete breakdown towards attention or establishment of new markets. The components of this person-centered agile intervention / transformation system are:

1. Servant and multiplier leadership.

Where the main objective is to leverage the transformation, lead yourself first to lead others, govern through an organization different from the traditional-western way.

2. Self-organization, autonomy, delivery and responsibility.

It consists of ensuring the delivery of value continuously and emergently, through autonomy and responsibility, to guarantee the delivery of results, remember that the stronger the self-organization capacity of an organizational system, the stronger the system’s capacity to Learn, create and maintain new functions.

3. Psychological Security and High Performance.

It consists of creating and maintaining a high-performance work ecosystem, working first on ourselves, to teach this resilience to our team and establish it in our ecosystem.

4. Extreme learning.

Learn to unlearn, learn to undertake, learn to learn, our learning is the basis of our being, it is continuous, emerging and never ends, we must learn to be effective and disciplined to acquire and get rid of habits, so that we reflect this in our interactions and attitudes towards others.

5. Risk and resilience.

Manage risks to embrace innovation, extend our capabilities realistically, incrementally and responsibly, experimentally overexpose calculated mitigations to expand our risk threshold and increase our capabilities, teaching this to our teams and establishing meta-criteria that foster growth and development in this sense.

6. Evolution and / or disruption.

It lies in disrupting ourselves, to know deeply the science of disruption, so that we know how to find new markets and differentiate ourselves at all times.

I only have questions that left intentionally.

• Is performing an agile transformation a very personal challenge, does it require jumping on oneself, regardless of the role we play?

• Does it require commitment, an agile personal transformation manifesto, a strategy, a tactic and a personal agile transformation backlog?

Miguel A. Martínez H.

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