#AI@Work: How Does Agile Work?
AI and Agile business processes go hand in hand. AI holds the key to opening the door for both flexible business processes and continual delivery. Agile started as a way to keep software projects moving forward. It has found its way into the very fabric of organizations. Agile, like AI, can affect everything in the workplace. It affects procedures from budgeting, to staffing and production metrics. It affects how teams from different areas work together (for example: marketing, production and technology). Leadership has to understand it, back it and not be afraid to move it forward. It’s a moving target. In this way, it’s just like AI.
Organizational culture generally falls under HR. What really happens in companies is a combination of mergers, acquisitions, retention, compulsions, recruiting issues, and ideas from whomever is in charge. Large companies are a mix of cultural, political, operational, physical and technical structures coming together over time. Agile is a mindset and a leadership style. The foundation of Agile is the Agile Manifesto. Agile project management became popular because of the digital transformation. It is not the same as the dictionary definitions common for the English adjective “agile.” Agile is about doing as opposed to being paralyzed by over planning. In Agile you get the minimal necessary requirements and start working.
The four core values of Agile software development as stated by the Agile Manifesto are:
• individuals and interactions over processes and tools
• working software over comprehensive documentation
• customer collaboration over contract negotiation; and
• responding to change over following a plan
Agile needs an organization that is flexible and able to move and change. It needs an organization that puts people first not processes and procedures. And it needs an organization with the vision to see into the future. So does AI. AI will require more than Agile teams; it will require Agile architecture. Most organizational structures, especially larger global organizations, are not responsive by design. They struggle with integrating things that are new. They attempt to improve effectiveness with new buildings, new testing and new people. Change is frustratingly slow. To the people that work in these kinds of organizations, whatever the industry, rapid change seems like a mirage. Successful business objectives mean an annual review with HR that is for the most part meaningless unless it includes a raise.
“Learn from yesterday, live for today, hope for tomorrow.
The important thing is not to stop questioning.”
—Albert Einstein
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