Gerald Gibson Human Capital Advisor
Gerry has held senior level roles with board involvement and global accountability for leading, coaching and developing Talent, Change Management and Organizational...
As the “Agile Culture” revolution has evolved, not surprisingly, there has been an intersection between where the “technical process” factors meet the “behavioral” / “people-focused” factors.
For years, professionals with more technical backgrounds have been understandably concerned about putting too much emphasis on the “soft” side of the business and not enough on the “hard,” measurable process optimization side.
We believe that research supports both sides and both are critical to achieving and sustaining the intended benefits of adopting an “Agile Culture.” Recent studies have shown that a primary reason that “Agile initiatives” fail or end up on the shelf is a lack of attention to how the people expected to implement an agile approach in how work is performed, teams collaborate, problems are solved, and decisions made routinely behave and perform to make an Agile approach succeed. In essence, the best Agile cultures create a closely linked partnership across the technical and behavioral pieces of the puzzle.
We’ve included an illustration of some of the critical success factors that can come together to increase the probability of achieving the proven benefits that a truly agile culture can deliver.