Using Agile methodologies has been part of the major companies daily. Although it seems like there are many options and opportunities to spread out these activities, you have to know how to scale productive tasks, especially in large organizations.
The agile methodology is increasingly disseminated and applied to companies, which need to constantly adapt to remain competitive. There are many points to consider, including creating efficient solutions, quick responses, and changing mindsets. Agile methodology, at these times, is very useful.
Scaling Agile in companies requires different actions. This is because, without a clear structure, it is very difficult to scale this methodology. It includes forecasting deliverables, managing inter-team dependency, and focusing on goals for the best results.
These organizations can expand with few resources, improving processes, hiring professionals, and adopting technological solutions according to demand.
However, this accelerated growth creates great challenges, starting with its own implications. As their operations expand, the lean and flexible structure of these companies tends to become more complex, and the complexity, in turn, can compromise growth.
Thus, several actions are needed so that the development of the project does not cost its potential and its initial values.
Without an efficient Agile escalation, customer satisfaction drops, there is loss of market share, process failures, and rework. When properly implemented, this methodology remains competitive and is a key tool for success.
Do you want to know how to scale Agile in major companies?
Here is a list of some lessons that an organization can learn from scaling agile into projects, works, etc.
Before you read the remainder of this article, we already pointed out a few topics on Scale:
Agility and flexibility
A scalable operation requires companies to be flexible, that is, they must be able to adapt quickly as the business expands and demand increases.
Entrepreneurs need to be ready to deal with the social, legal, and tax changes arising from their growth.
It is important to highlight that this flexibility is not restricted to management, as changes are often required in the physical structure of the enterprise. In startups, changes of address and the opening of new spaces, for example, are very common.
Coherence to Grow and Scale
To grow in a disorderly way is not to be scalable. If they want to obtain consistent results, companies cannot give up their essence, the quality, and the values of their brand. That’s why organizations are so concerned about simplifying and standardizing their operations.
This work, however, requires great effort and resources, not only in the development of scalable solutions and processes but mainly in the education (alignment with the organizational culture) and training (technical preparation and service provision) of employees.
No company can scale delivering what everyone around is already doing. However, what makes a competitive differentiator truly scalable is not its exclusivity but for its insurgent nature.
Insurgency is the quality of one who defies common sense and who, therefore, is not afraid to innovate. The idealization and commitment to scalability require investors, leaders, and managers who think big and have the enthusiasm and courage to do something unprecedented, sometimes disruptive.
The point is that when walking in unexplored terrain there is a great chance of being surprised with problems never seen before. Thus, the company needs to be technically and strategically prepared to deal with new challenges.
Leadership support is the most important factor in a scaled agile transformation. Successful transformations have leadership that is deeply engaged with organizational change agents, fostering innovation, collaboration, and value creation as new ways of working are implemented.
Scaling agile from the team level to the enterprise level also involves considerable cost and effort and needs an investment in resources to be successful, so management has to be absolutely clear on the outcome envisioned.
Among other parameters, customer satisfaction, employee engagement, and frequent delivery of valuable features are the measurable success indicators executive leadership should seek.
Strong engineering culture is very important when scaling agile. In general, a lack of solid engineering practices slows down team productivity and results in poor-quality deliverables.
Technical debt rises due to the pressure of continuous delivery, and the issue gets compounded as more teams must coordinate their agile efforts. When pressed for time due to additional interactions between teams, teams may skip critical quality assurance activities, and quality suffers.
Organizations have to invest in modern tools and infrastructure to support fast and frequent agile deliveries. The complexity of programs and integration of deliveries across teams increases with scaled agile adoption, so existing tools, and infrastructure may be outdated or insufficient to meet the demands of agile ways of delivering products and services.
Modern software practices such as continuous integration and deployment, behavior-driven development, containerization, cloud-native platforms, design thinking, and agile planning are often an integral part of today’s agile delivery process.
How to create and maintain a scalable business?
In the universe of startups, there is a great appeal for great business ideas. However, no idea by itself is scalable, it is how it will be explored that will check this attribute.
Even today’s big companies have experienced this dilemma. One of the most famous examples is Google that spent its first two years static, without having a clue of how to make its search engine profitable.
It wasn’t until the late 2000s, with the launch of Google AdWords that the company came to market as a surprisingly scalable and valued business.
What are the main advantages of these business models?
Although its definition represents a very relevant benefit, scalable businesses have other competitive advantages besides their great growth potential.
Technology is behind most scalable ventures—and it’s one of those responsible for making the market more democratic.
With the help of the internet and Digital Marketing resources, small businesses can compete with big brands, often causing profound changes in their industry.
This fact is even more contrasted in the current Digital Transformation scenario in which not only organizations are adopting new digital solutions, but individuals are building a new culture from them.
Innovative companies are highly regarded by consumers as they are often able to offer services that are unfeasible for traditional companies.
There is a huge commitment to the customer experience, whether in its products or its service, in addition to a communication strategy that is very well aligned with the public.
Its managers know that scalability doesn’t just depend on internal factors, the buy-in of the public is essential for the business to continue growing. In this context, technology also plays a role in improving the quality of services and, above all, in consumer satisfaction.
Scalable companies are much more than businesses, they are big investments. With a huge development potential, they are targeted by investors and development groups, which benefits their market value and increases their chances of obtaining foreign capital.
In addition, it is worth noting that, as they have a very strong presence in their respective segments, these companies also exert an enormous influence over the others. This adds great authority to brands and makes them a legitimate instrument for social transformation.
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