{"id":12603,"date":"2022-02-07T20:24:30","date_gmt":"2022-02-07T19:24:30","guid":{"rendered":"https:\/\/www.flow.de\/?p=12603"},"modified":"2022-07-22T15:16:23","modified_gmt":"2022-07-22T13:16:23","slug":"how-you-as-a-leader-contribute-to-more-agility","status":"publish","type":"post","link":"https:\/\/www.flow.de\/en\/how-you-as-a-leader-contribute-to-more-agility\/","title":{"rendered":"How you as a leader contribute to more agility"},"content":{"rendered":"

Are you considering using Scrum to promote agile working in your organisation? Read here what it can do for you and what you should look out for.<\/p>\n

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Organisations in the digital age increasingly need to compete in the marketplace and adapt quickly to change. Scrum can be a method to redesign the work in teams and become more agile.<\/p>\n

Is Scrum the same as agility?<\/strong><\/h2>\n

The quick and simple answer is: No – even if many people mention Scrum and agility in the same breath. From its origins, however, it is initially nothing more than a method and so-called framework for managing complex tasks in teams.<\/p>\n

The cooperation of project teams only becomes truly agile through a corresponding mindset. And all those involved have to really get involved in this. I will describe what this can mean in more detail later. Once the appropriate conditions have been created, it is possible for agile teams to tackle complex problems productively, creatively and flexibly. They then develop custom-fit solutions for their customers and deliver products of the highest possible value. Scrum provides a clearly structured framework for this.<\/p>\n

Changing structures: Scrum roles versus position titles<\/strong><\/h2>\n

With the framework, three roles come into the picture: Scrum Master, Product Owner and Developer. These do not change the usual position titles of the organisation – so you don’t have to print new business cards just because you want to work with Scrum. However, the way we work together will change significantly. This increases the likelihood that sooner or later this will have an influence on existing structures. Click on our page Digital Transformation<\/a><\/strong> to learn about the new requirements facing organisations.<\/p>\n

The names of the three roles make it clear which responsibilities are associated with them in the Scrum team: For example, the Scrum Master takes on the role of a referee who makes sure that the rules of the framework are strictly adhered to. This ensures that the development teams can work in peace and manage themselves. The product owner is responsible for the interface between the customer, the team and other stakeholders and ensures that the teams create the greatest possible added value for the product.<\/p>\n

All this may sound like hierarchy. However, assuming an appropriate mindset, all participants have equal rights and their responsibilities are clearly delineated. They merely have different functions. Ideally, the skills of the individual team members complement each other in such a way that they can optimally pursue the goal of the project.<\/p>\n

Ways towards more agility<\/strong><\/h2>\n

\"\"<\/a>Basically, it is much more important to find a common consensus on agile principles in the organisation than to implement an agile framework such as Scrum. If organisations decide to go the Scrum route, the appropriate conditions must be created for this. In our experience, it is a common mistake to introduce agile principles without communicating the idea behind them. The way of working must be understood by everyone and implemented out of inner conviction. Self-leadership, personal responsibility, flexibility and willingness to change in self-managed teams are essential components of an agile mindset. The dichotomy between clear structure and simultaneous flexibility of the work organisation is called agile working.<\/p>\n

scribble: flow consulting<\/p>\n

8 Advantages of Scrum<\/strong><\/h2>\n