Agile and independent teams are demanded by the fourth industrial revolution.
Do you know these terms?
As an employee or worker, how many times have we felt that we can provide ideas to contribute to the company we work to prevent injuries, reduce cost, increase performance and production?
As a supervisor, manager or above how many times have we felt that we expect more contribution from our colleagues or subordinates to achieve the same goals?
Do you know how understand and optimize your know-how?
These two questions seem contradictory or like one side is waiting for more from another one. In the beginning seems contradictory or like one side is waiting for more from another one.
The question is why?
In my experience, these two questions are frequent to have in any company, especially nowadays with all the technological changes occurring at a fast pace.
The second question is how can we approach both sides to understand and optimize all the ideas to adapt to current changes?
Here is how we can Create an Idependent and Agile Team
1. Make the organization agiler. Currently, organizations are vertical. Therefore, bigger powers delegate to subordinates, the strategy is setting from the top with little or no involvement from the bottom.
Agile Organizations are horizontal that making money is the result. The goal is to focus on the continuous improvement and innovation. They encourage people instead of controlling them.
Your human capital is important because all the ideas, skills and experiences come from them. Therefore, as a business owner or manager, we need to understand generational changes impact more than technological innovations.
In agile organizations, teams manage themselves. They make their own decision about their work and manage execution.
2. Make independent teams. The agile manager creates and develops independent teams. Therefore, he can do the following:
- Authorize activities without first seeking approval.
- Having minimal dependencies of internal functions.
- Build and launch digital solutions on its own.
3. Managers shall become a scrum master. A great agile manager removes all impediments. Impediments limit the efficiency and progress of a development team to achieve a specific goal. Agile managers stock small agile teams with top performers. Allocates resources and give a clear direction.
4. Allocates resources up front. An agile manager allocates all resources needed and make the team responsible to manage them efficiently.
5. Speed up the decision making. The agile manager allows the team that is closer to the customer to make small decisions on their own. They only need to escalate decisions that could have a big impact on the business.
6. Identify those areas that affect people’s performance inside of the company and those will impact the customer. To make the team proud, choose a project that they can contribute to the company.
7. Put stronger performers on independent teams. Choosing high-calibre people not only sets up the teams to be successful but also teaches managers how to build more independent teams. Independent teams are too important to the company’s future for top performers to be deployed elsewhere.
8. Provide a clear view. A great agile manager protects the team from multitasking and working on several projects simultaneously. Multitasking generates enormous waste. The benefit is seeing the desired results far earlier.
9. Define outcomes. An agiler manager in this context will determine what the business outcomes should be, based on the company’s overall priorities, and will spell it out for the team using real-world measures of business performance such as conversion rates or audience engagement.
10. Retrain managers for their refined roles. To fit in with highly independent teams, most managers will need some help to learn how to organize their thinking around products rather than processes; to direct teams with performance goals instead of work plans; and to position themselves as stewards, not superiors.
To promote enterprise agility, more companies are choosing to make small teams. Problems occur when companies don’t give their small teams enough autonomy to work at the speed required by the digital economy.
Do you want to make your change management an easy process?
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