The days of Agile purists quoting the signatories words and intent are largely behind us. It is not that the perspectives are less relevant, it is that the perspective and problem have changed. It is no longer just technology which has been disrupted, it is quite literally every sector of business in the world.
The big domestic automakers are in many ways operating under the same philosophy which tanked Sears and is scuttling GE: they felt immune to digital disruption, their products went stale, and their customers fired them.
It’s a crisp Wednesday morning as I walk down the hallway of another client intent on reinventing their offering and approach to customer engagement. They say all of the right words, but do their organizational behaviors match the intent? Then, I see it, there in the distance. The glow coming from behind highly secured doors sitting in close proximity to the executive suite: the Innovation Lab. At that moment I know that I have a lot of work ahead of me.
Organizations have been conflicted along their Agile journey, at odds with many of their own policies. With the broad-based adoption of Agile principles in product development, the ever-intensifying rate of change in a 2018 business environment, and record-low unemployment rates, the time has come, for Agile HR.