The guidelines of the Disciplined Agile (DA) mindset help us to be more effective in our way of working (WoW) and in improving our WoW over time. These guidelines are:
Validate our learnings. The only way to become awesome is to experiment with, and then adopt where appropriate, a new WoW. In guided continuous improvement (GCI) we experiment with a new way of working and then we assess how well it worked, an approach called validated learning. Being willing and able to experiment is critical to our process-improvement efforts.
Apply design thinking. Delighting customers requires us to recognize that our aim is to create operational value streams that are designed with our customers in mind. This requires design thinking on our part. Design thinking means to be empathetic to the customer, to first try to understand their environment and their needs before developing a solution.
Attend to relationships through the value stream. The interactions between the people doing the work are what is key, regardless of whether or not they are part of the team. For example, when a product manager needs to work closely with our organization’s data analytics team to gain a better understanding of what is going on in the marketplace, and with our strategy team to help put those observations into context, then we want to ensure that these interactions are effective.
Create effective environments that foster joy. Part of being awesome is having fun and being joyful. We want to work in our company to be a great experience so we can attract and keep the best people. Done right, work is play. We can make our work more joyful by creating an environment that allows us to work together well.
Change culture by improving the system. While culture is important, and culture change is a critical component of any organization’s agile transformation, the unfortunate reality is that we can't change it directly. This is because the culture is a reflection of the management system in place, so to change our culture we need to evolve our overall system.
Create semi-autonomous self-organizing teams. Organizations are complex adaptive systems (CASs) made up of a network of teams or, if you will, a team of teams. Although mainstream agile implores us to create “whole teams” that have all of the skills and resources required to achieve the outcomes that they’ve been tasked with, the reality is that no team is an island unto itself. Autonomous teams would be ideal but there are always dependencies on other teams upstream that we are part of, as well as downstream from us. And, of course, there are dependencies between offerings (products or services) that necessitate the teams responsible for them to collaborate.
Adopt measures to improve outcomes. When it comes to measurement, context counts. What are we hoping to improve? Quality? Time to market? Staff morale? Customer satisfaction? Combinations thereof? Every person, team, and the organization has their own improvement priorities, and their own ways of working, so they will have their own set of measures that they gather to provide insight into how they’re doing and, more importantly, how to proceed. And these measures evolve over time as their situation and priorities evolve. The implication is that our measurement strategy must be flexible and fit for purpose, and it will vary across teams.
Leverage and enhance organizational assets. Our organization has many assets—information systems, information sources, tools, templates, procedures, learnings, and other things—that our team could adopt to improve our effectiveness. We may not only choose to adopt these assets, we may also find that we can improve them to make them better for us as well as other teams who also choose to work with these assets.