Noroeste Agile 2019 was born with a well-defined objective: to share and exchange knowledge and experiences about the Agile world. Looking back on the event in A Coruña last month, it is clear that we are on the right track.
From the event’s main focus: product design, scrum, management 3.0 and adaptive organizations, to an awesome cinema and a fantastic location, the event had everything to offer and more! However, by far the most exciting aspect, was that we at MOBGEN | Accenture Interactive had an active role to play. This included being one of the event sponsors and also playing part in the organisation team.
The key to creating successful products and services in today’s context
Creating new digital services and products is becoming a more complex task with each passing day, especially considering the context of change we currently live in. In this, there are certain approaches which act as a primary base for design-focused individuals, which can help to achieve the creation of great digital assets. Such methodologies often use uncertainty as a means to obtain valuable information. A good example of this would be the Agile approach.
When creating a service or product, the first step is understanding the client need. Empathizing with your client is vital if you seek to solve issues and produce a working prototype. One rule of thumb where the agile approach is concerned is to prototype fast. Get lost fast. Never stop asking questions. This way, you can be confident that you understand your client and are the right person to propose a solution. to your client. If you are proud of your first prototype, it took you far too long.
However, being agile does not revolve around simply going faster. But, rather, adapting better to your surroundings. Focus on your team, the context and most importantly, your user.
To put Agile into perspective. It’s useful to recap some of the highlights of Marta Falcón’s speech, ‘The key to creating successful products and services in today’s context’, that took place at Noroeste Agile 2019.
Scrum can be explained in two minutes, but that doesn’t make you a master
As the Scrum official guide explains, the Scrum framework is easy to understand, but certainly not easy to master.
It’s not possible for everyone to be a natural Scrum Master. The number of anti-patterns that can be encountered in the daily work of a Scrum Master is infinite: estimating the sprint planning, cherry picking, hardening the sprint, the list goes on. To illustrate what I mean by this, let’s take a look at some myths and legends about Scrum:
* The daily Scrum is a stand-up
* Scrum only works for software
* The Product Backlog can only contain user stories
* The pending work of a sprint is automatically moved to the next sprint
* The Scrum Master does not participate in the retrospective, they only facilitate it
* The Development team establishes the duration of the sprint
* Work cannot be added once the sprint has started
Management 3.0 represents a certain way of thinking, with the purpose of helping the employees in managing organisations. This means that the employee has full ownership over his own tasks and is allowed to take his own decisions, as long as the organisation can benefit from the results. The overarching purpose, in simpler words, is to have better management with fewer managers.
For Alberto Serrano , elements of Management 3.0 include:
* Energizing people: managers should aim to keep their team active, creative and motivated.
* Empowering the teams: teams can and should self-organise. This requires authorisation and trust from supervisors.
* Align restrictions: people should have a clear purpose and solid goals.
* Develop skills: managers must contribute to the development of interpersonal skills for teams to reach their goals.
Organisations of the future: are we ready?
Santi Vidal chose to start his speech with a quote from Charles Darwin…
“It’s not the strongest of the species that survives, nor the most intelligent: it’s the one that is most adaptable to change.”
He used this statement to illustrate the importance of adaptability for organisations.
The reason behind the disappearance of many companies is down to the refusal to evolve. In order for a company to grow, key principles must be applied above rules. Dynamics must be taken advantage of to generate value over structures, and roles over titles.
What do I mean by this? I recommend taking a look at the Manifesto of Adaptive Organizations by Stelio Verzera . It has been argued that around 85% of employees are not committed to their company, resulting in ‘resetting’ our beliefs, especially in our own influential circles. In other words, only when we are capable of seeing things through different eyes, will we be able to adapt.
So, what’s next?
I hope in this article I have outlined some valuable key learnings that came from this year’s Noroeste Agile event. It is clear to me that there is one overriding highlight to come out of the topics dicussed this year, and that is that we have to further focus on the community, on learning and on sharing.
Finally, I would like to say a sincere ‘thank-you’ to everybody involved in this spectacular event. I am proud to say that I played a role in the organisation of the first edition of Noroeste Agile and cannot wait to discover what next year brings. Hope to see you there!
Written by Adrián López.