Beyond the framework

Beyond the framework

Cultivating Agile Growth

By: Jeremy Berriault

Copyright © 2024

Jeremy Berriault 

Beyond The Framework

LCCN: 2024910330

eBook ISBN: 978-1-965064-61-0

Paperback ISBN: 978-1-965431-85-6

All Rights Reserved. Any unauthorized reprint or use of this material is strictly prohibited. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author.

All reasonable attempts have been made to verify the accuracy of the information provided in this publication. Nevertheless, the author assumes no responsibility for any errors and/or omissions.

Contents

ACKNOWLEDGEMENTS

INTRODUCTION

WHERE DO WE START?

CHAPTER 01 | START HERE

CHAPTER 02 | GOALS

CHAPTER 03 | DESIGN

CHAPTER 04 | PATHWAY

CHAPTER 05 | CONTINUOUS IMPROVEMENT

CHAPTER 06 | TRUST

CHAPTER 07 | QUALITY

CHAPTER 08 | EVOLVE

CHAPTER 09 | CHANGE MANAGEMENT PREREQUISITES

CHAPTER 10 | GROWING

Final Thoughts from The Author

ACKNOWLEDGEMENTS

Writing acknowledgments for this book feels like embarking on a quest of gratitude—a journey that spans decades, carrying a treasure trove of information, knowledge, and experiences. It's as if this book could be a story—a narrative woven with insights and moments that have shaped me.

First and foremost, a heartfelt acknowledgment goes to my wife, Liz, and my two sons, Logan and Nicholas. They've been my steadfast companions throughout the past two years of crafting this book. Even in the face of my writer-ly quirks, their unwavering support has been a true testament to the power of family.

Next on my list of acknowledgments is Tom Cagley. We have known each other for years, which has been a blessing. You've been a mentor, colleague, and friend. You have given me incalculable information, shared your experiences, and supported me through a lot over the past. You were a big part of helping me get this book— the talks we had, personally, on your podcasts (SPaMCast) and at conferences where we presented have been very influential in how I see agility. It played a significant role in bringing these ideas to light and sharing them with the world.

There's someone else I must acknowledge—someone I've never met in person, yet whose impact has been profound. That someone is Simon Sinek. Back in 2011, while I was navigating the labyrinth of MBA studies, his TED talk on the Golden Circle transformed my viewpoint in a mere 15 minutes. The ripple effect of that talk shifted my focus and paved the way for the words you're about to read.

Amidst the tapestry of influences, authors, colleagues, and individuals who have sculpted the path I tread, works like Great Big Agile, Leading Change, Tame Flow, The Fifth Discipline, and many others have served as my compass, guiding me in framing and articulating ideas effectively. It's as if these books have been my intellectual sidekicks, accompanying me on a journey of continuous learning and exploration.

And here's a little secret that's probably not often found in acknowledgments: jujitsu. For 15 years, I've been immersed in this martial art, which is much more than physical combat. Jujitsu has given me a philosophy, a way of life beyond the mat. It's a mindset that helps me navigate challenges, view work and life from different angles, and find solutions even when faced with adversity.

As I reflect on these acknowledgments, I'm reminded that this book isn't just a collection of words; it's a convergence of stories, influences, and insights. Like a mosaic of appreciation, each piece represents a person, moment, or concept contributing to the bigger picture. With a touch of humor, a dash of introspection, and a heartfelt thank you, I celebrate the journey from the first word to the last, acknowledging those who have shaped its pages.

INTRODUCTION

This book, Beyond the Framework, has been developed and refined over the years, proving its efficacy in organizations aiming to achieve agility. It guides you to go deep into creating a truly agile environment and not resting on the laurels of implementing a framework.

In a business context, agile refers to the capacity to respond rapidly to shifting market conditions, evolving customer requirements, and intensifying competition. It requires adopting a mentality and cultivating a culture that encourages adaptability, creativity, and teamwork.

Firms need agility to remain competitive and relevant in today's fast-paced and always-changing business climate. Businesses are becoming quicker and better equipped to adjust to shifting consumer preferences. Also, adjusting to preferences in the marketplace has a greater chance of achieving commercial success than those more resistant to change.

Organizations adopting an agile environment can become more productive, customer-focused, and efficient. They can recognize and seize new opportunities, adapt to their customers' requirements, and continually enhance the quality of their products and services. Agility enables businesses to cultivate cultures of invention and collaboration, which may contribute to greater employee satisfaction and retention.

Why is understanding agility and its implications so essential?

The shift from traditional product or service delivery to an agile environment has become common for many organizations in various markets. Such a transformation is necessary to avoid becoming obsolete and to remain competitive. However, many organizations struggle to realize the total value of an agile transformation. The State of Agile[1] report highlights several challenges that organizations face, both internally and externally, when implementing an agile environment.             

As we go through different markets, we find that many organizations are shifting from traditional product or service delivery to trying to form an agile environment. They see no value in conducting an old, conventional way of completing work with the current rate of change. Organizations must transform to avoid obscurity when the competition takes up market share.

Unfortunately, some failures come along when doing an agile transformation. Most stats show that organizations struggle to see the total value. Many studies and documentation show those numbers; the State of Agile (16th Annual State of Agile Report) is among the most popular. One key thing that comes out of all the research is that frustrations occur internally and externally with any organization that makes the change.

The question is, why does it fail?

One of the reasons for the failure of agile transformation can be attributed to the focus on the tools rather than the fundamental principles that underpin agile methodology. Simon Sinek's Golden Circle [2]model provides a helpful framework for understanding this issue. First, we have the why of an 'organization's being that supports an agile environment. why  involves identifying organizational values and customer needs; this helps create focus on the ultimate goal of the transformation. The how of an agile environment, which can refer to the behaviors and practices of the team, is then impacted by the lack of the definition of the why, leading to the failure of the agile transformation.

Finally, we get to the what that has become the primary focus for organizations when they start their agile journey: the frameworks to achieve faster deliveries and meet client needs. A few examples:

•   SCRUM

•   LeSS

•   SAFe™

•   NEXUS

•   XP

•   KANBAN

These are a few of the over 30 frameworks organizations use, not including the hybrid versions. 

The failure of an agile transformation is due to the lack of attention given to the why first. Organizations must be bold but focus on the fundamentals of an agile environment to ensure a successful transformation. Putting the why first helps motivate and guide the organization and creates a solid agile environment. The team members will develop the appropriate behaviors and practices to identify the right tools to meet organizational goals and customer needs. This shift in focus will foster innovation, ensure customer satisfaction, and increase employee satisfaction.

As we all know, in an agile environment, teams work in brief cycles, or iterations, usually lasting two to four weeks, and provide tangible results after each iteration. To keep the project on schedule and guarantee that any issues or adjustments are dealt with swiftly, the team members work closely together and frequently communicate. Customers' and stakeholders' feedback is prioritized in agile environments to guide the development process and guarantee that the final product satisfies their needs.

Authentic agile workplaces are renowned for their adaptation and flexibility. They enable teams to react swiftly to altering demands, market circumstances, or client wants. Agile environments, thus, make it simpler to change course or pivot direction if necessary by breaking down complex issues into less complicated ones, making them smaller, manageable chunks that provide value sooner.

Several businesses today are concentrating their efforts on establishing the best framework they can use to make their deliveries go more quickly and fulfill the requirements of their customers. The question that needs to be answered is not whether these requirements are being satisfied or are quicker than in the past but whether there is value. It is essential to remember that the framework is merely a means for accomplishing these objectives; it is not the goal itself. The next level, which is how effectively this instrument is used, is where organizations should concentrate their efforts and attention.

What is most frequently disregarded, yet is the single most vital aspect of any attempt, is the WHY. Merely identifying the WHY as getting things done faster or having more releases to satisfy demand is not sufficient since it does not take into consideration the emotional components of the organization's values or the requirements of its customers. In an agile environment, businesses tend to focus on how effectively they run sprints and events; nevertheless, this is where the blinders are put on, and the tool is blamed when things don't go as planned.

For enterprises to succeed in an agile environment, they need to begin with the WHY and work their way outward to the HOW, ensuring that everything is compatible with teams and leads to the appropriate behaviors for value creation. This method will encourage continued growth and stewardship and prevent the top-down command-and-control method, which can impede creativity and lead to frustration.

It will be easier for businesses to satisfy the requirements of their customers in a way that is both successful and efficient if they shift their operations from the inside out, beginning with the question why and finish by selecting the tool most suited to each of their teams. Teams will like what they are doing, and executives will see an improvement in employee satisfaction if they focus on being agile and having the appropriate habits. This strategy will foster creativity, and the business will be able to establish a naturally innovative environment, hence increasing the level of happiness experienced by customers.

The notion of agile evolution has developed over many years through observing and interpreting published works in the agile environment. I have dedicated substantial time to gathering insights that challenge the prevailing notion that agile maturity is the correct lens for viewing agile environments. I offer a fresh approach that identifies focal points for nurturing a perpetually evolving agile environment while not entirely discarding maturity. Striking a balance is essential.

My theory does challenge the traditional view of agile maturity and proposes a new approach to an agile environment. I believe that organizations should focus on creating an evergreen, evolving, agile environment rather than striving for a particular level of maturity. My approach emphasizes continuous improvement and identifies and addresses areas that need improvement through foundational behaviors that support agility. My insights will offer valuable information for those looking to improve their agile processes and create a more effective and efficient organization.

Evolution of Agile Organizations

About six or seven years before the printing of this book, a theory came to mind inspired by the iconic television show Pokémon (I will thank my kids for this one). In the show, there is a constant dialogue about the different evolution stages within each Pokémon character and how they grow. By talking with them more, one can discover what is different about them as they evolve, even though every Pokémon of the same lineage has similar characteristics. But like every living being, they have a particular personality, the one thing that sets them apart. Talking to them brings out that aspect and helps the trainer strengthen them through new moves and functionalities, including attack and defense strategies.

Just as Pokémon evolve and become stronger by discovering their unique characteristics through interaction and adaptation, agile teams and organizations also evolve by embracing their distinct qualities and responding to changing circumstances. The key lies in recognizing that while different organizations may share similar agile principles and practices, they, like individual Pokémon, possess unique attributes and needs. Agile evolution involves discovering and harnessing these distinctive traits to become more adaptable and efficient.

Much like Pokémon trainers help their creatures become stronger by exploring new abilities, agile organizations grow and mature by adapting to new strategies and methodologies. This process involves understanding their strengths and weaknesses, implementing innovative approaches, and enhancing their agility in response to evolving requirements.

Agile values and principles are no different from the teachings of great philosophers like Descartes, Kant, and Carl Jung. Just like philosophical teachings guide individuals to think more broadly about their actions, the agile approach also provides a framework to guide individuals and teams in achieving success. As one grows with philosophical teachings, one interprets them and moves on the best path possible to succeed and become a better person. Similarly, agile values and principles provide guidelines for individuals and teams to follow.

WHERE DO WE START?

This book will provide the guidance necessary to create a thriving, evolving, agile environment within your team or organization.

What is maturity?

Before we move on, we must talk about maturity. Maturity is achieved through reaching specific growth milestones, whether psychological, physiological or within a corporate environment. Various models can help determine maturity levels, functioning as checklists to establish these specific levels. These models are effective for pinpointing where things stand concerning established standards. However, do they assist in determining the level of agility?

Considering the creation of the Manifesto for Agile Software Development[3] over 20 years ago, and its wording doesn't emphasize reaching specific milestones or offering markers or checklists for people to follow and achieve. This raises the question: What exactly are we referring to when discussing maturity within Agile?

When conversing with organizational leadership and agile maturity, teams' performance within a given framework is often referenced. This may involve comparing the agility of different organizations. However, it's important to note that agility is subjective, making it challenging to quantify. Moreover, the emphasis on maturity aligns more with conventional manufacturing processes than the agility the Manifesto for Agile Software Development promoted.

The manifesto's values and principles serve as a constant reminder of a fundamental concept: whatever you create is intended for real-world use by real people in real situations. The agile approach prioritizes outcomes and individuals over processes and organizational structures.

But this raises another question: If processes don't matter, can a team be considered mature if it operates within a (supposedly) agile framework? In contrast, other teams or departments continue to employ outdated management techniques that disrupt the workflow.

Unlike traditional maturity models, the manifesto emphasizes adaptation and continual improvement, allowing gradual evolution. This raises questions about whether agile maturity might be a hidden paradox. The debate revolves around emphasizing evolution or maturity within agile environments. However, it is not a rigid rule to choose any one of those options; organizations, teams, and individuals can achieve growth in both terms by exploring new ideas and perspectives.

The misconception

In many organizations, leaders often talk about their level of agile maturity, claiming they are mature in Agile, Scrum, development, or even the organization as a whole. However, their concept of maturity differs from the psychological definition of maturity, which encompasses mental, physical, emotional, and bodily growth and development. A holistic maturity, to be precise. In the business world, a concept similar to the CMMI model[4]. The chaotic, aware, enabled, managed, and optimized model (CMM) outlines different maturity levels in business processes.

Chaotic: Processes are unpredictable and uncontrolled.

Aware: Organizations recognize the need for process improvement.

Enabled: Basic processes are in place, and there's some consistency.

Manage: Processes (in place at the time) are well-documented and standardized, allowing for more effective control.

Optimize: Continuous improvement is the focus, and processes are highly efficient and adaptable.

This misconception is focused on doing agile frameworks instead of being in an agile environment.

A new approach to agile maturity (Agile x Maturity)

In its traditional form, agile maturity involves a set of levels or markers individuals or businesses can achieve. These markers are used to determine maturity and success in implementing agile principles. However, this approach often involves generic comparisons to others based on milestones and steps set by previous markers. While this can be useful in determining whether a business is within normal ranges, it may not be the best approach in today's rapidly changing markets.

To truly develop the organization to balance agility and maturity, we must discard the idea that agility is only about the frameworks. In the current market environment, businesses must adopt agile principles to keep up with the pace of change. Agile principles do not only apply to producing physical products or software. Services are moving into agile environments. Even the public sector is benefiting from forming agile environments. Many people are unaware that agile behaviors and methodologies were used in the military for centuries under decentralized command. Agile methods also have a long history, dating back to the 1940s with the development of Kanban. The RUP era model, Lean, and Scrum emerged in the 80s. So, it is not a new concept. Even the frameworks themselves have evolved. Nothing is in a fixed state.

The manifesto[5] was created in 2001 and aimed to develop a better way of building software based on their collective experiences. They distilled their insights into four core values and 12 principles that provide a relatively straightforward framework for implementing agile principles. Since it was built for software development, people didn't see it as a possible blueprint for creating similar environments for other parts of the organizations until much later.

Considering the principles it created, maturity in an agile environment should be viewed as the organization's ability and discipline to continuously improve and evolve agile processes rather than trying to hit a set of fixed markers. Businesses should focus on identifying areas that need improvement and adapting their approach to meet their organization's unique needs. By adopting a continuous improvement mental model and embracing agile principles, businesses can stay ahead of the curve and remain competitive in today's rapidly changing markets.

Since we aim to balance evolution and maturity, we must get a few things straight: looking at agile values and principles and trying to tie them to a maturity point of view, we obtain something that does not fit.

Think about some of the areas of focus people use to state that they mature in agility:

•   How well did we DO something?

•   How well did we DO our Scrum?

•   Do we DO our Scrum events?

•   How well DO we finish our sprints?

•   How well is the teamwork based on our stats? (DOING)

The answers to those questions are used to provide the false hope that they are in a functioning agile environment. Even though the questions themselves might give a false view that the organization is indeed taking both aspects in development if you analyze closely, the same answers will tell you that all that is being done is still using traditional methods and management styles and disguising them as agility.

Traditionally, it was about how well and efficient teams were when they completed work. They consider the results mature because they can meet each step faster than before or with fewer hiccups and incidents. They mix agile terms in a traditional flow and create a hybrid when discussing maturity because they can deliver something faster. This common practice of disguising traditional methods as agile only leads to the appearance of agility without embracing agility's essence. What they are doing is not agile because speed is only one of the byproducts of an agile environment. True agility involves much more than just speed and efficiency. Every aspect needs to be done within each step to move forward and continue.

In a truly agile environment, the focus is on delivering value most effectively and efficiently, using iterative and adaptive mental models[6]. Rather than just completing each step faster, agile teams constantly strive to improve their operations, learn from feedback, and adapt to changing requirements. Therefore, mixing agile terms into a traditional flow only creates a hybrid approach that falls short of achieving the full benefits of an agile environment. Using agile terms to justify faster delivery without embracing the true spirit of agility can lead to a false sense of maturity and achievement.

Teamwork is more than a framework.

Any environment can be agile if the focus is on