With uncertainty at an all time high, the response of many organisations in those early days was to batten down the hatches and the impact may be felt for many months to come. To survive through this, big up front planning will be out and pivoting to respond to change will be the new normal.
If your an agile coach, just knowing Agile, or Scrum, or how to set up a Kanban board won’t be enough to get you though the complexities involved in successfully performing the role and being an agile leader. Seek to expand your knowledge and capabilities and practice intentionally as part of your own continuous improvement.
Leading remote agile teams was always going to be tricky. Implementing these 6 strategies can help leaders reduce team stress, address concerns about work progress, increase productivity for the teams, and restore and maintain healthy communication channels.
Rapidly pivoting to new priorities and understanding what can be done now to solve immediate impediments to work are the new normal for executives. Their need to be more responsive has led to rapid acceleration of digital transformation plans and business agility.
Every executive is familiar with the hours long weekly meetings where senior leaders report to the CIO. When the world is rapidly changing and whole divisions work remotely, comprehensive formal reports are good but outdated by the time they’re written.
With the huge change organisations are experiencing moving to remote ways of working, one of the key challenges facing many executives is how to ensure minimal disruption to productivity and delivery at a time when they need to pivot and adapt to changing prioritises.
Now more than ever, the ability to respond to change over ‘following a plan’ couldn’t ring truer. Now we are working from home, readjusting to a new ‘norm’, but all the while living in a state of chaos whilst still ‘keeping the lights on’ in the space of not months or years but in weeks, days and even hours. How do executives ensure their agile teams remain productive when working remotely?
The concern is that with remote working, we lose visibility and transparency and may not identify a problem till later down the track when a release or delivery is at risk. We analysed teams and provided executives with transparency of which teams we needed to target for coaching support and guidance to uplift the team’s ability to work remotely, remain cohesive as a team and deliver successfully.
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