Agility is nothing new anymore and has actually become a necessity for survival. And not just in software development, where it originated and was actually designed for small teams. Organizations have also long been trying to scale agility. However, many fail to do so: they write \"agile\" on their banners without changing their structures.<\/p>\n\n\n\n
You can tell how serious a company is about agility not by SAFe certificates. It's how it deals with blockers, for example. Because blockers can cause standstills across departments, leaving resources lying idle and wasting time. <\/p>\n\n\n\n
And this is where the difference between paying lip service and practicing agility becomes apparent: at Saab Aeronautics, blockers reach the board within 60 minutes. Every day. Hand on heart: do we trust VW to do the same?<\/p>\n\n\n\n\n\n\n\n
\nMany companies pay lip service to agility instead of transformation.<\/p>\n<\/blockquote>\n\n\n\n
Scaling agile means eliminating bottlenecks<\/h2>\n\n\n\n
Most readers will be familiar with the basic idea of agility: short cycles, rapid feedback, continuous adaptation. But how do we bring this principle to an organization with thousands of employees, complex products and established structures? Many rely on frameworks such as SAFe<\/a> or LeSS<\/a>but these quickly become bureaucratic monsters. Scaling is not achieved through more processes, but through greater clarity, consistent prioritization and a merciless focus on removing bottlenecks. And one of the biggest bottlenecks is waiting times.<\/p>\n\n\n\n
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