You can discuss scaling until the topic is so complex that nobody wants to start. You can also just get started. This is how it works.
It all starts with the idea of scaling agile.
The first step is a potential analysis. This involves analysing where the organization stands (status quo) and how far away it is from the target image of the agile scaled organization. This includes an analysis of the organization's change culture and beliefs. This step answers the question of what potential lies in agile scaling for an organization and what the expected benefits are.
The second step is system design.
The key question is: "How do we envision the agile organization?" The result is a draft vision. An understanding of agile scaling principles helps to design this. Models such as SAFe or LeSS can also help. The system design helps the organization to imagine the goal. This design will continue to evolve during the actual design of the scaling. A first draft of rough steps towards the goal is created from the status quo and the target image.
Put in order, this list of requirements is a "Scaled Agile Change Backlog". It provides concrete steps for the next change sprint, while further steps are defined more roughly. In this way, organizational development can begin bit by bit.
Every step includes:
- Questions about where complexity can be reduced in the organization
- Create a concrete result towards a scaled agile organization
- Review and adapt the scaling design and further steps based on the experience of the specific change
- Review and adapt the change process yourself based on your experience with it
It is good if these steps are rather small and are taken more frequently, as this allows the organization to learn faster and thus "move forward" more quickly. It is also useful to review the achievement of larger goals at longer intervals. This allows you to determine whether the transformation is effective with regard to the "big" goals and what further potential exists.
This text is taken from the wibas customer magazine.
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