The Principles of Agile Management: How to rebuild your business (Agile Product Development Book 3) by Sebestyén Jan-Erik & Sebestyén Ulla

Author:Sebestyén, Jan-Erik & Sebestyén, Ulla [Sebestyén, Jan-Erik]
Language: eng
Format: epub
Publisher: Parmatur HB
Published: 2020-06-07T16:00:00+00:00

Adapt to Change

Changes in the outside world and new knowledge will require constant adaptation, which assumes a chain of events. First we need intelligence about our surroundings, then the information must be interpreted, and from the available alternatives we make a decision that changes our way of acting. See Figure 6-2.

Figure 6-2. Adapt to changes through feedback, variation and decisions. Adaptation can also be called learning.

Adaptation requires quick and plentiful feedback on previous behaviors and results. We also need the possibility to obtain information about the outside world. Without that information we will not know that a change is needed. The faster we get the feedback, the smaller and easier the corrections will be.

Several possible actions and corrections are generated when the feedback is processed. But that will only happen if we understand the information we get. If we lack experience and knowledge, we will have a limited ability to understand the information and will then ignore it. Variability is therefore the ability to understand the feedback and create many different alternative measures. We also need the freedom to change our behavior and try something new. Both standardized processes and group pressure can prevent us from changing, even if we see a need for change. Generating ideas and solutions will increase the uncertainty in the system, which is extinguished when decisions are made.

When we want to develop new solutions, we will try new ways and take more risks. The work will hence be affected by more problems with unforeseeable consequences. The more innovative products we want to develop, the more variation we need, and the more unexpected events will appear. It is partly an effect of the increased risk-taking and uncertainty, and partly because we are able to pay attention to more aspects of the information received, which we would otherwise have ignored.

Variability can be created with simple means by using several semi-autonomous units governed by simple rules. They will create diversity when they interact. An example is temporary project teams that can act within their mandate defined in the project goals.

Before we can make corrections, we need to decide what to change and how. In small steps and within known areas, these decisions are quite simple and part of the daily work. However, as we develop new products and processes, we will face more situations where difficult decisions must be made. Some of them will affect the strategies.

When decisions are made and the actions are coordinated, adaptation can emerge. In order for the uncertainty in the system not to increase and cause high stress, the decision-making capacity must increase more than the variability (Prokopenko et al, 2009). Therefore, daily pulse meetings are required in the projects, as well as quick and coordinated decisions at the strategic level.

Decisions that are made often and in small steps are easier, since the corrections will be smaller. With fast feedback you will also quickly learn if your corrective actions worked. Agile decision-making at both the operational and strategic levels is therefore crucial to your ability to adapt.

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