Agile is about minimizing risk by not doing work until it is actually needed and maximizing the value of the work done. When we're building a complex service, we don’t always know everything at the beginning of the project. Focus is placed on building what is known at that moment, instead parts that are unknown or might change.
Agile development is a at the core of what we do and we help our customers get to market faster by training other people in the art of agile. Our experienced coaches can help you improve your software development processes.
A special part of agile coaching is teaching lean service creation (LSC). LSC is a way of doing agile and user centered service design. Understanding user needs and market potential, rapid concepting and quick validation of the concepts are all at the core of LSC. LSC is at its best when innovating new, yet-to-be-proven services. LSC is doing to service creation what agile development has done to building software. LSC's primary goal is to learn as quickly as possible if the service is worth further investment.
Lean Agile Change
Adopting agile methodologies in product and service development is a fundamental change in organisations and will affect how employees create, collaborate and communicate. Thus, agile change is not yet another c-level mandated reorganisation of departments, heads and roles. It is a new way of thinking that needs to be introduced to and lived and adjusted by all stakeholders involved in developing a service or a product. And it has to be preceded by thorough understanding of the lean approach, as agile methodologies are mainly an implementation of that approach for the world of digital product and service development.
We at futurice think of agile change (especially in large, traditional organisations) as a journey with a restricted "safe corridor". Thus our approach is a "deep and narrow" spike of change that will first explore the corridor and its surrounding and then broaden the change though the whole organisation. Our Futunators (Futurice Navigators) who have lived and worked in both traditional and transformed organisations and have travelled between them on the quest for agile change will be glad to support you. The journey begins with a "lean inception" that will set and synchronise our navigation tools and will continue through "minimum viable changes" and "disruptive injections" while carefully managing the interfaces to the yet untraversed parts of your organisation.
All activities focusing on added value (yes that is still the maxim to act on, even in a change management), the Lean Agile Change aims to sustainably anchor the core of lean and agile thinking into your organisation while customising the practises to your needs and benefits.
Agile @ Scale
The first advice you will hear from us on scaled agile is: Don't!
But of course we know that sometimes circumstances will make it inevitable. In that case our advice will be: Let us learn to walk first, before we try to run. Scaling agile projects and teams starts with deeply understanding and practicing lean and agile delivery in a smaller context. Once the core value have been adapted and the practises customised successfully within the organisation, agile scaling of projects and products can be tackled and the new technical and organizational challenges (governance, collaboration, system coherency, complex delivery) can be mastered.
Futurice is not part of the "method wars" and is not promoting a specific framework or methodology (SAFe, DAD, LeSS etc.) for scaling agile work, but will rather work together with you on choosing the one that fits your needs and benefits or even to create your own.