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Business Agility needs leaders to put people first

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Peter Maddison
August 3, 2022

As we’ve mentioned in a previous article, business agility can create a culture that increases retention and morale. While business agility can do this, it requires that leadership puts their people first. Here are three practices to help you focus on your people.

Assess your hiring process

The hiring process is the first experience a new team member will have with your business. A hiring process that seemingly never ends or where the process isn’t clear gives the applicant a bad impression. While long hiring processes can help organizations get to know an applicant before working with them, you risk the candidate going elsewhere.

A faster hiring process that makes it clear what you are looking for shows the applicant that you’re organized and that you respect them as a person. For the employee, a faster hiring process will remove the fear of whether they can support themselves and their families.

Once you’ve agreed to hire somebody, also consider the onboarding experience and the impact t...

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When working with some of our larger customers, we frequently run into common barriers to change. Change is difficult and, no matter how often we say it, there is no silver bullet for how to get there. However, we can say there are commonalities in approaches, things we’d look for and actions we’d take in response to those findings. When we look at the delivery of technology within organizations, we often come across the barriers within how the teams are working, but even more frequently, how the organization is working with technology is the bigger barrier. Developing powerful roadmaps is valuable and greatly helps with generating alignment and a common vision.

In my last two posts, I spoke to blame culture and looking at the whole system. In this post, I’m going to talk through the third of three common organizational problems we encounter, dealing with silos and specialization.

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When working with some of our larger customers we frequently run into common barriers to change. Change is difficult and, no matter how often we say it, there is no silver bullet for how to get there. However, we can say there are commonalities in approaches, things we’d look for and actions we’d take in response to those findings. When we look at the delivery of technology within organizations we often come across the barriers within how the teams are organised but even more frequently, how the organization is working with technology is the bigger barrier. Developing powerful roadmaps is valuable and greatly helps with generating alignment and a common vision.

In my last post I spoke to blame culture. In this post I’m going to talk through the second of three common organizational problems we encounter, not looking at the entire system, and how attaining visibility will help you overcome barriers to better achieve your business outcomes.

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Our ultimate objective is to help our customers be successful. We have strong opinions on what successful companies look like and what is important for an organizational culture to support sustainable success, but that is a topic for another time. For the technology organizations or departments we work with, our objective loosely translates to

help our customers get the biggest return of their IT investment

Many organizations put their faith in Agile and DevOps practices to achieve this, but fail to get the results they are hoping for.

            

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