Many companies initiate agile transformations at scale, often supported by well-known methodologies for their IT departments or across their entire operations. Despite meticulously following the recommended methodologies, success is not always guaranteed. In this article, we will explore one of the primary reasons for failure: the difference between being agile and doing agile.
When a company sets out to implement agility, they frequently begin by adopting the tools recommended by various methodologies (Scrum of Scrum, SAFe, Disciplined Agile Delivery, LeSS, etc.). Ideally, roles are assigned, rituals are followed rigorously, and artefacts are utilized. This approach is known as “Doing Agile.” Typically, stakeholders want quick results and a return on investment. The tools seem straightforward and logical, making them the most visible part of an agile approach. Hence, they are perceived as sufficient.
However, this is like giving someone a pair of scissors and expecting them to become a star hairdresser. Occasionally, someone might have a natural talent, but would you trust them with your haircut? If you enjoy taking risks, perhaps. Otherwise, you would question their training and expertise. Simply having the tools doesn’t mean knowing how to use them effectively. Implementing agility solely by providing tools is likely to fail. In reality, the tools in agile methodologies are meant to support a way of working, not become the objective. The true purpose of an agile transformation is to change the mindset.
Mindset, culture, philosophy—these terms all refer to the core principles of agility. Returning to the origins, we find them in the Agile Manifesto:
These principles might seem obvious but are often overlooked in traditional projects and “doing agile” projects. What can be expected from an “agile” project with a backlog closed to changes or a team bound by rigid validation processes?
Therefore, it is crucial to support and even begin any agile transformation by creating awareness of these concepts at all levels of the organization. Leadership, often the drivers of transformation, must understand the impact on their own ways of working, such as reducing demands for reporting or follow-up meetings. Although it might be controversial to say, I believe that once the agile mindset is well established, the tools recommended by various methodologies become secondary, and some compromises are acceptable.
Agility is more than a set of tools for increased responsiveness. A successful agile transformation starts with changing working methods and, most importantly, internal ways of thinking, both at the team level and within the entire ecosystem.
“Doing Agile” focuses on deploying tools without addressing the necessary cultural change, which limits the approach’s effectiveness.
“Being Agile” involves a deeper transformation in the company’s mindset, leading to significant improvements in both project execution and everyday work.
