On big picture Agility

In my view, agility is primarily a mindset and technique that applies in specific circumstances. For example, it’s particularly useful for developing user-facing applications and deploying the supporting infrastructure needed for their operation—in other words, driving the digital transformation of a domain, business, or organization.

In such cases, adopting a mindset focused on solving a multitude of smaller problems, starting from one area, and using customer or user feedback as a guiding principle, is the essence of true “big picture” agility. Scrum and other so-called “Agile” methods were designed with a similar purpose in mind.

Senior transformation stakeholders who wish to embrace change through constructive customer feedback can benefit greatly from adopting this mindset. Unfortunately, I’ve encountered many such stakeholders who, for the very goal of improving the customer experience through digital transformation, still cling to the idea of a “master plan.” This is where a shift in mindset is necessary.

Some problems, especially in digital transformation, require smaller, iterative solutions driven by feedback and the adoption of micro-solutions. Moreover, there are effective budgeting and evaluation approaches that have evolved alongside Agile methodologies, so there’s no need to overcomplicate management concerns.

Of course, not all problems fit this model. Tasks like building a bridge or refurbishing an office cannot be approached efficiently or feasibly in this way. Developing the ability to distinguish between these two categories of problems is an important skill for senior stakeholders.