Key Behaviour. Primary Factor.
The ability to innovate requires acknowledging there is always room to improv. Only those agile teams that actively seek to improve the way they work, and the way they deliver value, reap the rewards of faster time to deliver value, reduced rework, and higher customer satisfaction.
Ultimately, you can’t become more agile if you keep working the same way.
Metrics-driven improvement leads to changes guided by the data surrounding the problem and informed solutions, not by opinions and conjecture. Importantly, metrics-driven outcomes are repeatable and scalable.
A focus on value optimises the impacts and outcomes for customers over seeking improvements solely through traditional management activities of individual efficiency and utilisation.
Teams are more effective when managers shift to supporting teams by establishing guardrails for self-organision over task management. Managers should lead by example and use agile themselves for executive and leadership work.
People think about their work as part of a wider ecosystem of people, process and tools. People see the larger picture and recognises that optimising individual components does not optimise the system.
Committing to the team plans gives the team a strong focus on succeeding and highlights the steps necessary to succeed
People must work with other team members to achieve team goals. This means plan together, help each other, and deliver together, over sitting in isolation in their cubicle.