Agile Scaling and its Challenges

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In the first part of our blog series on the topic of "Agile Scaling and its Challenges", we specifically looked at the desire for agile scaling and the associated challenges that must be overcome in order to generate value for an organization. In this part, we want to focus on the challenges that come with it. We limit ourselves to the three most common: cultural change, changes in work management and technological changes.

cultural change
Agile is often described as a culture or mindset made up of a set of practices. In the context of agile scaling, this can be an advantage, but it can also be a disadvantage. The framework for agile scaling is less important than the shared mindset behind it, but establishing that mindset can be difficult. Agile expert and author Steve Denning explains:

The elements of a culture fit together as a mutually reinforcing namibia consumer email list system, combining in a way that prevents any change. Individual changes at the team level may seem to make progress for a time, but eventually the interlocking elements of the organizational culture prevail and the changes are inexorably drawn back into the existing organizational culture.
Denning's prediction seems grim, but it is also correct: the inability to change corporate culture is one of the main reasons for the failure of agile transformations.

Scaling agile requires the entire organization to think, act and respond differently in every dimension – from planning work to managing and executing it to engaging employees. This change takes time and determination, but most importantly, management commitment.

Successful agile scaling starts with leadership. Leaders must embrace the Lean-Agile mindset, which includes prioritizing value, flow, and continuous improvement over milestones and requirements, and embracing failure fast and learning from continuous change. Agile leaders must be willing to challenge the status quo and adapt their leadership style. A Lean-Agile mindset encourages servant leadership, where leaders set strategic goals and team capacity, then trust teams to achieve the goals in the way that works best for them. In this way, leaders support the core agile principles of responsibility and autonomy—key elements of agile scaling.