These principles are fundamental to organizational agility and the Lean-thinking people and Agile teams who enable it. The Lean-Agile mindset establishes the right thinking, but it’s the ten underlying SAFe principles that guide effective roles, practices, and behaviors. It provides leaders and practitioners throughout the enterprise with the thinking tools and behaviors needed to drive a successful SAFe transformation, helping individuals and the entire enterprise achieve their goals. Extending Lean and Agile thinking to the enterprise Extending the Mindset and Principles to the EnterpriseĮxtending the Lean-Agile mindset to the entire enterprise forms the cornerstone of a new management approach and results in an enhanced company culture that enables business agility. Even the solution itself is not stand alone, it lives in the larger context of its environment-including other hardware, software, network systems, and more.įigure 2 illustrates how everyone involved in the delivery of business solutions-operations, legal, marketing, people operations, finance, development, and others-can apply effective Lean and Agile methods and embrace the mindset, principles, and practices.
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This dimension is critical to delivering business solutions-not just the software applications and digital systems, but all of the supporting activities (e.g., privacy, security, support, availability) necessary to continually address the business problem. Lean-thinking people and Agile teams is the first dimension of organizational agility. Strategy Agility – The enterprise is Agile enough to continuously sense the market, and quickly change strategy when necessary.Įach of these dimensions is described in the sections that follow. Lean Business Operations – Teams apply Lean principles to understand, map, and continuously improve the processes that deliver and support businesses solutions. Lean-Thinking People and Agile Teams – Everyone involved in solution delivery is trained in Lean and Agile methods and embraces their values, principles, and practices. Three dimensions of organizational agility This competency is expressed in three dimensions (Figure 1): Figure 1. The organizational agility competency is instrumental in bringing the power of the second operating system to support the opportunities and threats of the digital age. It allows organizations to focus on both the innovation and growth of new ideas as well as the execution, delivery, operation, and support of existing solutions. By organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, SAFe restores the second (network) operating system.
The SAFe approach to addressing the challenge of digital transformation is the ‘dual operating system’, (see Business Agility) one that leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. This requires a leaner and more agile approach which, in turn, requires sweeping changes that have a positive, long-lasting impact on the entire enterprise. Small incremental changes to how businesses manage, strategize, and execute are insufficient to remain competitive. They were built for control and stability, not for innovation, speed, and agility. Unfortunately, the organizational structures, processes, and cultures of most businesses were developed more than a century ago. Organizational agility is critical to respond sufficiently to the challenges. Its strength is its ability to deliver value in the shortest sustainable lead time, to evolve and implement new strategies quickly, and to reorganize to better address emerging opportunities. In today’s digital economy, the only truly sustainable competitive advantage is the speed at which an organization can sense and respond to the needs of its customers. These core competency assessments, along with recommended improvement opportunities, are available from the Measure and Grow article. Each core competency is supported by a specific assessment, which enables the enterprise to assess its proficiency. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. “Agility is the ability to adapt and respond to change … agile organizations view change as an opportunity, not a threat.”
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