If I am asked what Agile transformation means, I will answer right away that it is the change of organizational behavior. The core of this change is a self-organizing team.
According to the Agile Manifesto, “The best architectures, requirements, and designs emerge from self-organizing teams.”
In a scrum team, there is no manager who exercises command and control. The team is self-organizing, structured and empowered to organize and manage its own work, without a hierarchy of command and control.
Although there are a product owner and a scrum master, they don’t play the conventional roles of managers. Instead, they are servant leaders.
Under the servant leadership coupled with concession based decision making, the scrum team collaborates one another to accomplish a common goal, maximizing business value.
The amazing performance of the self-organizing team is based on diversity, leading to creativity. The unconventional idea emerging from the diversified teammates can innovate a way of business, while the psychological safety among teammates as well as between the team and organization should be secured.
Indeed, we are always living in the changing world where the old paradigm is fading and the new paradigm is arising, requiring us to come out of the box, create new ideas and adopt briskly.
The Agile transformation of a self-organizing team is not nice-to-have, but must-to-have if you want to thrive in the newly emerging world.
#selforganizingteam, #agile, #organizationalbehavior