Agility is a buzzword on everyone’s lips. As a central feature of Industry 4.0 management in organizations, it describes the need for change to increase the flexibility of companies. In the future, companies should be able to act proactively, anticipatively and proactively. Responding to changing capacity demands in real time and using new information technologies to increase the scope and flexibility of companies? Sounds good to me! But moving away from project- and process-oriented organizational structures needs to be well thought out. You should avoid these 10 mistakes!

1. “Agile” is a basic principle.

Being agile, not acting agile is the focus. It is therefore much more about creating a cross-company culture and not about redesigning methods and processes according to a textbook. First the new culture should be in place, then the processes can be redesigned.

2. management must be ready

A corporate culture must be exemplified by management, at every level. Managers, executives, leaders must be willing to hand over responsibility. Only then can agile process models work.

3. trust as a basis

Agility relies on self-organization. In this framework, trust is the fundamental component for successful collaboration. Only those who have trust in their management, colleagues and employees, as well as their working environment, will be motivated to show commitment and perform. In this way, the overarching corporate goals are automatically achieved.

4. it doesn’t work without patience

Agility cannot be imposed from above. This management characteristic describes a successive transformation. A new corporate culture takes time. The same applies to the introduction of new software and systems to support the process. Which IT project has ever stuck to the planned project time?

5. avoid fears and resistance

A change in the company structure means big changes for the employees: New tasks, new processes, new functions, new systems, new necessary skills. It is no wonder that employees have to leave their comfort zone and fear of loss, excessive demands or stress arise. Therefore, design the change process as a dialog.

6. Create a common understanding

Those who previously reported accurately are now given freedom and decide for themselves. New functions, such as the SCRUM Master and the PRODUCT Owner, emerge and areas of responsibility become blurred. Who actually does what now? Who makes which decision? What do these new roles mean and what is my responsibility? Create a common understanding of roles, tasks and responsibilities.

7 Agile – not at any price

The principles of agile do not require that all processes be overturned. Not every project is suitable for agile methods. A dedicated ACTUAL assessment is required. Even if this may not seem very agile at first.

8. Integrate empirical values

The so-called “intellectual assets” of an organization must be integrated into the new, agile processes. Experience values and deep know-how are still one of the most important assets of a company. Blank out these assets and it’s like starting over in the Stone Age.

9. understand user perspective

A method or tool can only work as well in use as its user can handle it. If the employee lacks the basic understanding, even trust and patience will not help. Training is essential.

10. arouse interest through success

Instead of the disruptive process in one go, take a step-by-step approach. Create small examples with selected teams. An initial SCRUM team might open its meetings to interested employees for a low-stress look at how it works. If the team is successful, more employees will become interested.