Agile or fragile

This article explores the agile methodology and how to apply it successfully.

I recently had a chat with a client about whether they should go agile for a major IT project. Here’s what everyone thought: 

• implementation partner: absolutely 
• project manager: maybe 
• business sponsors: what’s that 
• me: is the organisation ready and able?

Agile might seem like old news, but it’s still relevant. Many people don’t fully understand what agile is or whether it really delivers value. I believe it does, but only if your organisation is prepared and mature enough to handle it.

Breaking down agile

Agile methodology

Agile methodology is built on principles like rapid response to change and adaptability. It’s all about working together, delivering quickly, and adjusting as needed. This approach started in software development, and you’ve probably heard of ‘Scrum’ and ‘Kanban’, which help organise and visualise work.

Agile at scale

Agile at scale means taking the agile mindset and applying it across big projects or the whole organisation. It’s about adopting agile values and principles broadly, with some flexibility in how it’s done.

Scaled agile

Scaled agile involves structured frameworks like Disciplined Agile Delivery (DAD) and Scaled Agile Framework (SAFe). These frameworks set out specific roles, responsibilities, and processes. They can be helpful, but sometimes they feel a bit rigid if not tailored to your organisation’s needs.

Does agile deliver value?

Agile has proven its worth, especially in software development. But if you try to apply it more broadly without enough leadership, team commitment, and organisational know-how, it can become a costly mistake.

For example, a company signed a multimillion-pound deal to migrate its legacy systems using agile. Months after the deadline, the system still wasn’t delivered. A fee dispute went to court, where the use of agile was a hot topic. The case suggests that problems arose from a lack of understanding and readiness, cultural issues, and the partner’s ability to handle evolving requirements.

Another example is a building society that tried to scale agile across the entire organisation. Two years in, the project was mostly abandoned, with only a few pockets of agile mindset remaining.

Exploring agile in your organisation

Success with agile requires careful consideration. Here are some things to keep in mind:

• clear purpose: make sure you’re clear on what problem agile is solving, how it will achieve this, and when you’ll see measurable outcomes
• agile can’t fix everything: if your organisation has deep-rooted issues, agile won’t magically solve them. These problems will persist, no matter how agile you try to be
• custom fit: don’t just copy what worked for another organisation. Make sure your agile approach is tailored to your specific needs and circumstances
• people and culture matter: agile is about changing how people work and interact. It requires a cultural shift, not just new processes.
• leadership changes: agile often needs a shift from top-down control to more open, collaborative leadership. Leaders and governance structures need to be ready for this change
• track record: without a history of successful agile projects, scaling agile can be tough
• proof of success: you should look for tangible, measurable results, rather than just early declarations of success.

What does good look like?

Many underestimate the complexity of adopting and scaling agile practices. Organisations that succeed with agile often: 

• prepare thoroughly: they assess readiness, understand their unique culture, and create detailed transition plans 
• focus on outcomes: they prioritise embedding an agile mindset over rigidly following frameworks 
• avoid copying others: they develop their own lean and agile ways of working 
• start small: they experiment, learn, adapt, and evolve based on their specific needs and culture 
• prioritise people and culture: they empower teams to shape the transition and gradually embed Agile practices.

By keeping these factors in mind, your organisation can better assess whether agile is the right approach, what agile they want to adopt, why they want to do so, and how to implement it effectively. For more information contact Buki Obayiuwana or your usual Crowe contact.