Since doing agile is not enough to being agile, the adoption is being done not only at team level. It is fairly clear that agile is not just "IT stuff for the development teams". Instead, it requires having on board those that set the vision and the goals, those who depict the roadmap and those who take care of the overall architecture, those who have the understanding of the users' needs and those who create features. They all have to be involved, not only to be part of the process to create successful products, but, more important, to be part of the change in the culture of the company.
 |
| "On the Red Eagle ferry from the Isle of Wight to Southampton, passing the Queen Elizabeth" by Paul Smith is licensed under CC BY 2.0. |
New culture requires new habits. For these new habits to emerge, most organizations embarked on this transformation process rely on a team to identify the pain points and collaborate to make this change real. The team can be external, internal or hybrid, this is not relevant. The important point is that this team must be empowered to do whatever is needed to have an effective organizational change and that at the end of the transformation the organization must have all the capabilities and knowledge to continue the journey with no external help.
With this introductory article, I want to start a series of posts where I will try to share the experience that I have had as a member of one coaching team. We had several iterations around how we worked after inspecting and adapting our process. I will talk about the transformation backlog we managed, our ceremonies, leading by example, dysfunctionalities, our values, the roles and the boards we created to visualize the information.
We had a lot of learning during this process and this is what I want to share. It is clear that every organization has its own culture and a process like this happens in a specific context. This makes almost impossible to have recipes or, even, best practices. However, learning can be obtained always.
