Stop Doing Agile to Start Being Agile: A Journey Towards Sustainable Innovation

Introduction:

In the relentless pursuit of creating software quicker, faster, and cheaper, the software development industry has seen the rise of various methodologies, with the Agile manifesto being a seminal moment in 2001. However, as organizations embraced Agile, the true spirit of innovation outlined in the original principles started to wane. Nicole J. Martinez, in her paper, "Stop Doing Agile to Start Being Agile," contends that the industry needs a paradigm shift. This blog post will explore how Martinez's paper supports the idea that to achieve sustainable innovation, organizations must move away from mindless Agile routines and, instead, focus on cultivating a culture of true agility.

The Pitfalls of Commercialization and Diminished Returns

Martinez begins by highlighting the commercialization of Agile methodologies, with companies offering certifications that, in reality, do not guarantee sustainable success. She points out that despite the prevalence of Agile certifications, there is a lack of evidence demonstrating its sustainable effectiveness. The author suggests that organizations have been misled into believing that simply following the prescribed routines, such as those found in Scrum, will lead to innovation. However, this blind adherence to artificial time stress and fixed work lengths has resulted in diminished returns, stifling rather than fostering creativity and innovation.

The Path Forward: Stop, Listen, Refocus, and Remap

Stop What We're Doing on Repeat:

Martinez proposes that organizations need to break free from the cycle of mindlessly following Agile routines. Rather than relying solely on certifications, she urges organizations to pause and reassess their approach.

Listen to the Feedback We Are Experiencing:

To counter the negative impact of rigid Agile practices, Martinez advocates for a return to the foundational principle of "Individuals and Interactions over processes and tools." By incorporating servant leadership principles, organizations can create an environment that fosters innovation. Listening to team feedback, removing barriers, and supporting teams toward a shared vision become paramount.

Refocus:

Martinez introduces the concept of using tools like Kanban boards and Scrum ceremonies not as strict processes but as mechanisms for listening to team feedback. The emphasis shifts from blindly following processes to creating an environment where teams feel heard and supported.

Remap the Course:

Once organizations have halted mindless routines, listened to feedback, and refocused their priorities, Martinez suggests bringing key players together. This involves comprehensive training on how Agile truly works, with a focus on servant leadership principles. The goal is to align the organization to support innovation, understanding that success comes from the shared success model inherent in Agile.

Literature Review: Building a Foundation for Innovation

Martinez supports her arguments by referencing key literature, providing a roadmap for organizations to rediscover true agility. The literature includes:

The Servant as Leader (Greenleaf, 2008):

Emphasizes the importance of servant leadership, a foundational principle of Agile, to create an environment conducive to innovation.

The Toyota Way (Liker, 2004):

Illustrates examples of Lean Manufacturing, a concept at the root of Agile, demonstrating how to reduce waste and treat teams with respect.

The Power of Habit (Duhigg, 2012):

Discusses the significance of routine in shaping outcomes, offering insights into the potential pitfalls of blindly following rigorous Agile ceremonies.

Outcomes Over Output (Seiden, 2019):

Highlights the importance of focusing on outcomes that solve real problems, rather than merely producing widgets.

Working Backwards (Bryar & Carr, 2021):

Explores Amazon's product development process, providing insights into harnessing innovation within large organizations.

Scrum Guide (Sutherland & Schwaber, 2020):

A foundational guide for implementing Scrum, crucial for understanding how some companies interpret and implement Agile.

Conclusion:

Martinez's paper serves as a rallying cry for organizations to reevaluate their approach to Agile. By stopping mindless routines, listening to team feedback, refocusing on servant leadership principles, and remapping the course forward, organizations can rediscover the true essence of Agile and cultivate an environment where sustainable innovation flourishes. The literature review provides a robust foundation, guiding organizations to build the right habits and lead knowledge workers effectively. The path to success, as outlined by Martinez, involves a departure from routine, active listening, and a commitment to servant leadership—an approach that holds the promise of truly being Agile in the pursuit of innovation.

References:

Annosi, M. C., Magnusson, M., Martini, A., & Appio, F. P. (2016). Social conduct, learning and innovation: an abductive study of the dark side of agile software development: social conduct, learning and innovation.

Beck, K.L., Beedle, M.A., Bennekum, A.V., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern, J., Marick, B., Martin, R.C., Mellor, S.J., Schwaber, K., Sutherland, J., & Thomas, D.A. (2013) Manifesto for Agile Software Development.

Bredemeier, H. C., & Drucker, P. F. (1959). Landmarks of tomorrow.

Bryar, C, Carr, B. (2021). Working Backwards. St. Martin's Press.

Cadden, T., McIvor, R., Cao, G., Treacy, R., Yang, Y., Gupta, M., & Onofrei, G. (2022). Unlocking supply chain agility and supply chain performance through the development of intangible supply chain analytical capabilities.

Duhigg, C. (2012). The power of habit : Why we do what we do in life and business (1st ed.).

Greenleaf, R. K. (2008). The servant as leader. Retrieved from chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.benning.army.mil/infantry/199th/ocs/content/pdf/The%20Servant%20as%20Leader.pdf

Liker, J. K. (2004). The Toyota way : 14 management principles from the world's greatest manufacturer.

Seiden, J. (2019). Outcomes Over Output: Why customer behavior is the key metric for business success.

Sutherland, J., & Schwaber, K. (2020). The 2020 scrum guide.