Five Ways to Scale Agile for the Enterprise

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Be obsessed with your customers

Because what are you without them? Fixating on your customers just enough is a powerful component so make sure you do these three things:

  1. Understand your customer: All areas of the enterprise must be driven to comprehend customer needs. Involve cross-functional groups and implement a product canvas methodology.  Encourage field exploration, group design thinking and journey map analysis of different personas to fully understand your customer. Only then can you tap into technology to devise a solution.
  2. Design for your customer: Don’t make the mistake of thinking you know enough - engage your customer early and often to create the best solution. Evolve your user experience and enhance the customer relationship by connecting with influencers. Don't push narrow-sighted solutions. Pull confirmed needs.
  3. Deliver for your customer: Adopt a business value framework and stick with it. Prioritize business and technical features to deliver a value stream aligned to customer expectations. Be disciplined enough to establish cadence, but nimble enough to embrace change. Inspect, adapt and grow, always obsessed with business outcomes.

Propelled by the resounding success of agile on a smaller scale, large global enterprises are increasingly trying to tap the power of agile across distributed teams and complex initiatives. However, while agile works well in the nimble setting of smaller teams and projects, finding the right recipe to make it work across the large-scale, complex enterprise environment is a tough order.  There are many challenges and the chance of failure looms large.

In this slideshow, CI&T’s Felipe Brito walks through five critical steps to harness the potential of these self-sufficient teams to tackle bigger problems across the enterprise. It may be easier said than done, but agile can drive innovation and streamline the development process in a complex enterprise environment. While the agile manifesto is a great starting point, enterprises need to extend the manifesto horizons, assess the core business challenge, and create organizational momentum to solve that challenge. 


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