The Agile method applied for management: why use it in the company?

Agile companies are 3 times more efficient.

Agility is a performance lever in companies, because it uses different methods in this sense:

1. dIt continuously improves the execution processes thanks to a cross-functional operation.
2. FIt is looking for innovation and high quality objectives.
3. SIt brings with it greater investment by employees. (empowerment, valorization, exchanges…)

In addition, the employee is no longer really a “spectator”, but becomes the actor of the projects of which he is sometimes the object. He or she is therefore increasingly evolving in a work environment made up of different stakeholders with greater decision-making power.
Similarly, the employee-employer relationship changes its meaning and becomes a give-and-take.
As far as the company is concerned, the size factor is no longer necessarily synonymous with performance. Moreover, SMEs and mid-caps, which are experienced in the use of interim management, are often considered more agile than large groups. 43% of SMBs have already used this agile method, compared to 28% of large companies.

Agility as a vector of well-being

How do agile methods contribute to the well-being of employees?

With agility, people are back at the heart of the company’s concerns, which was not the case in the 90s.
Thus, 3 values of the Agile method are highlighted for employees, important notions that should not be neglected during interim management.

I/ Individuals and their interactions as priorities in relation to processes and tools

What is important is the way in which individuals interact. With agility, they work together, for each other. Tools aren’t really important anymore. What is highlighted is exchange, face-to-face communication, the pooling of skills. The human element is important in these exchanges and the value of each person is highlighted in a common project. A response to frame these individuals in an exchange of appreciation of each one can also be the interim management.
The employee, on the other hand, will feel accomplished in his or her tasks with a sense of belonging, which will contribute to his or her well-being.

II/ Operational software more deployed

Any project implemented in a company must work and bring value to the employees concerned. And when the multiplication of parasitic tasks the realization of a project, the employee inevitably suffers the consequences (fatigue, etc.). To avoid this, the Management needs to focus on what needs to work when setting up a new project. Without this, the risk is that the project will be poorly perceived, a loss of revenue for the company during this transition phase.

III/ Knowing how to adapt to change, rather than following a plan

In the course of its evolution, a company is often forced to deal with many changes. To better initiate them, the company must be able to innovate and react quickly. At this stage, it values the skills of all employees.
The role of the manager is to strengthen this feeling of cohesion of challenge, of the project teams in place. The aim is to condition the working atmosphere and daily exchanges.

 

Rugby Legacy – In practice, how does the Agile or Scrum method work?

More concretely, the Agile method or Scrum means Rugby scrum. In terms of work, it comes down to bringing together all the efforts to achieve the same goal.
This is a way of working in teams in the short term, it’s called sprints.
The method is as follows:

• A sprint of 1 to 4 weeks,
• Objectives divided into tasks,

With teams of 5 people and specific roles;

• A Scrum Master who gives the tools to his teammates
• A product owner who represents the customer need
• The development team that produces the product

The process runs on time:

• Sprint planning: understanding needs
• A daily scrum: daily 15-minute meetings to report on progress
• A sprint review: iteration review meeting in front of the client
• Retrospective: continuous improvement

To conclude, the agility deployed to projects makes it easier to adapt to changes, to control more processes over time to ultimately have better satisfaction on the part of the customer, but also of the teams that have deployed the project.
During these transition phases, the manager will have to get his bearings and master this agile method in order to be able to offer concrete, personalized and effective solutions for his teams and therefore his customers.