WHAT IS IT?
Agility might be a solution but is not more than a buzzword if you don’t bother to define and push it properly – it is getting even more complex when it concerns a whole agile organisation. An agile organisation has a highly productive operating model that fluidly reconfigures towards opportunities that create value, while engaging and empowering people. In a conducive environment, an agile team can solve extraordinary problems and becomes far greater than the sum of its parts. Here, Detecon teams up with The GC Index® and takes advantage of its offerings, for example to support team formation like balancing teams to ensure a blend of proclivities.
Challenges of Agile Transformation
Many agile transformations fail because some of the team members naturally resist change.
A typical transformation roadmap does not focus on the human factors, which are crucial to the positive acceptance of change. Typically, conventional agile transformation models focus on the organisation’s business transformation goals and aredriven by the iterative processes of the daily scrum and periodic iterative sprints. This can alienate members of the team who are less enthusiastic about change, and who may not understand how they will fit into the change process or the new organisational structure.
In a non-supportive environment, changes in working practices will have little effect. The GC Index® is an impactful tool to support the human and cultural aspects of change. It gives Detecon the tools necessary to understand the strengths of people involved and can give them real clarity about the roles that they need to play in delivering change objectives.
The Detecon agile transformation model
The Detecon agile transformation model, in contrast, is an iterative process built around the team members themselves. It is based on applying the four agile values, which are:
- Individuals and interactions over processes and tools
- Working products over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
These four agile values are guiding the way for a successful implementation of agile methods and pave the way towards agile organisations. Furthermore, it gives us the language and framework necessary to understand the strengths of each of the individuals in the team, and for them to have real clarity about the role that they need to play in delivering change objectives.
Our Core beliefs for a successful agility journey
Detecon is following certain core beliefs for a successful agility journey. One of them is that agility requires the executive team to give up top-down, directive control, and empower the organisation to take decision. Also, agility requires a holistic change in the operating model, ways of working and management paradigm – not just “implementing levers”. The success highly depends on being able to simultaneously top-down design the stable operating model and allow learning & local adaptation in growing the dynamic elements.
Managers need to let go of the need for predictability and control and allow for emergence in both the how the journey and end state will look like. Furthermore, first prototypes and implementation actions should start in business critical areas of the organisation and be tied with overall business objectives. Today, many organizations have agile units (e.g. innovation units, War Rooms) – the challenge is to scale this beyond the 10% to the whole organisation.
Our Testimonials
“Detecon’s services were highly professional and of the highest quality at all times. The results achieved were in full accordance with our expectations. The team proved its capability to adapt to our organizational requirements.”
Phuti Mahanyele, Chief Executive Officer, Shanduka Group
“We look forward to developing our relationship with Detecon and their further participation in projects to meet the ongoing requirements of Coca-Cola Shanduka Beverages.”
Matshela Seshibe, Managing Director, CCSB
“During the project implementation all milestones were achieved in due time, thus the agreed objectives were fully met. McDonald’s appreciated the recommendations provided by the Detecon team for further reflection workshops for the assigned mentors in the near future to ensure success.
The team proved its ability to flexibly adapt to our requirements and the project’s needs.We are pleased to recommend Detecon as reliable and value adding partner.”
Sechaba Motsieloa, Corporate Affairs Director, MacDonalds South Africa
The Detecon team has worked closely with members of the respective teams andcritical C-level stakeholders within AIG.
The results achieved have been in accordance to our expectations. The team proved its ability to flexibly adapt to our requirements and Project needs and executed activities that went beyond the originally designed scope of work.
David Ngobeni, CEO, Alpha Investment Group
“Progresif appreciates and agrees with the recommendations provided by the Detecon team for a possible organizational structure of NMP, as well as the necessary roles, headcount and allocation of NMP staff.
The delivered assessment reports were acknowledged as critical for further decisions with regard to personnel and their development.We are pleased to recommend Detecon as a reliable and value-adding partner.”
Paul Hyde, CEO, Progresif
“The project reported directly to the top management (CEO and Management Committee)of Digital Division with the undersigned as the responsible overall project manager of the M2M/ DigitalDivision unit.
Detecon conducted the work to our utmost satisfaction. Through the professional management of the Detecon team within and beyond their work streams, the project was highly successful and ensured that all relevant stakeholders’ were aligned and their requirements managed. This was a key success factor for the project to meet the tight six months transformation deadline.
We are happy to confirm Detecon as the preferred consultancy to support us. Without limitation, we can recommend Detecon as a highly professional consultancy.”
Johannes Kaumanns, VP M2M -Strategy & Business Development
