July 25, 2014

Agile Coaching Blog

Organizational Agility: Beyond Agile Teams

For years, companies and teams have focused on adopting agile at the team level. Team members and ScrumMasters work to improve their sprint planning and collaboration techniques—the things they do on a day-to-day basis to execute work. Product owners, ScrumMasters, and team members also focus heavily on delivering projects—learning how to use a product backlog, do release planning, and deliver more, faster. The problem is, being good at executing Scrum or Kanban is not the goal. Organizational agility is the goal.

Suppose, for example, you reach a point in your agile implementation where teams are delivering and executing in a much more productive and efficient way. That begs the question, are they delivering the right things? Now that teams can deliver faster with better quality, how does an organization leverage these newly acquired super-skills? 

The answer is clear: the business and product strategies have to change, too. If teams can deliver faster and more iteratively then we need a product or business strategy that can take advantage of these capabilities. It’s not enough to continuously improve how we deliver. It’s not enough to just keep scaling agile to encompass more and more teams. What we must do is improve our ability to figure out what to deliver next. We need to incorporate feedback, learning, experimentation, and rapid delivery into our business and product strategies—without these all we’ve figured out is a faster, better way to deliver the same old results.

What many organizations have discovered in their adoption of agile is that their organizations are rich in policies and controls that were installed to support a process they no longer use. In order to achieve their organizational agility goals, these organizational policies and processes need to be adapted to match the new agile execution, delivery, and strategy models. For example: If existing release management policies require a 3-month conveyor belt to deploy a completed product but the team can deliver completed product monthly (or even weekly), those release management processes and policies must change in order to take advantage of team’s abilities.

To truly pursue organizational agility, we must tackle and transform emerging constraints— things like signoffs, stage gates, metrics, performance plans, risk management, etc. This goes far beyond team-level problems (or even enterprise agile) to the systemic constraints that stand in the way of true agility.

In his 2009 Blog Post (http://bigv.is/xBNZEe) George Schlitz talks about the need to change these rules.  He states:

“Organizations make rules to operate in the presence of limitations…the rules that were made to operate in the presence of the old limitations must be eliminated or changed, and new rules created to deal with new limitations.”

As organizations improve how they operate they must change their organizational policies to deal with new constraints – not treat the existing policies as constraints themselves.

2012 will be the year that organizations start to turn the corner in their agile adoptions. They will recognize that team- or project-level adoption of Scrum, XP, Kanban, Lean (or some combination of agile processes) is only the first step towards achieving organizational goals. They will realize that organizational policies, process, and often, structures, need to change as well. Some will find the challenge too daunting—But those who figure out how to evolve their organizations; those that make it a priority to effect organizational change in order to meet ever-changing markets; and those that realize a sense of urgency and respond to it will find themselves on the path to true organizational agility.


Works Cited:

  1. Schlitz, George. “Agile Removes Limitations…You Must Now Change The Rules.” Web log post. BigVisible Blog. BigVisible Solutions Inc., 10 Nov. 2009. Web. <http://www.bigvisible.com/2009/11/change-the-rules>.


About Giora Morein Giora Morein

Giora Morein is the President and co-founder of BigVisible Solutions, a solutions-focused agile consultancy. He brings over 15 years of agile coaching and program management experience, building, coaching and training high-performing, Fortune 1000 teams and organizations.

Giora partners with senior executives providing them with guidance on adopting, enabling and scaling agile within the enterprise. During the course of his career, he has developed proven approaches in ramping up, maturing and scaling agile as well as creating comprehensive training programs focused on agile principles. As a consultant he enables such companies as: Merrill Lynch, Fidelity, John Hancock, SSGA, Cessna Aircraft, Bell Helicopter, McKesson, and GE Healthcare (formerly IDX). He has helped these large organizations to successfully scale their agility initiatives in size and across locations.

Giora is a Certified Scrum Professional® (CSP) and PMI-certified Project Management Professional (PMP)®. He earned his bachelor’s degree from Boston University and his MBA from Northeastern University.


  1. Giora,

    I couldn’t agree more! I have a couple of similar blog posts on the subject, although I used the term business agility versus organizational agility:



  2. Giora,

    Good blog on organizational agility.

    Going beyond team agility, an organization needs to align the upstream processes (business strategy, product vision and product strategy) with agile development processes followed by agile teams team. And moving downstream, align the agile development processes with agile operations and agile customer support to deliver business value to customers.

    In short, what is needed is an alignment and synergies among business strategy, product strategy, agile development, agile operations and customer value realization.

    Satish Thatte
    New Synergy Group

  3. You’ve hit the nail on the head.

    The shift to agile in many organisation’s structures will need both skilled managers and robust processes in order to be smoothly effected.

    What’s crucial is that once reorganisation has taken place, clear controls are available to help structure the demands of an agile workflow and control the huge amounts of ideas and data such a move releases.

    Luke Winter
    Community Manager


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