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The Business Culture

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Contents

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The Scrum Master as a Change Agent
1
What is Agile?
PREVIEW2m 49s
2

The course is part of this learning path

The Scrum Master as a Change Agent
course-steps 5 description 1
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The Business Culture
Overview
DifficultyBeginner
Duration5m
Students20

Description

Course Description 

This module looks at what Agile is before investigating the how this is affected by the business culture. 

Learning Objectives 

The objectives of this course are to provide you with and understanding of: 

  • Agile, agile (with a small ‘a’) and business agility. 
  • The organizational challenges of agile adoption. 
  • The Scrum Masters role in facilitating culture change. 

Intended Audience 

The course is aimed at the Agile Scrum Master. However, it’s equally relevant to the Product Owner’s role in the team. 

Prerequisites of the Certifications 

There are no specific pre-requisites to study this course 

Feedback 

We welcome all feedback and suggestions - please contact us at qa.elearningadmin@qa.com to let us know what you think. 

Transcript

Adopting agile processes, roles, tools and team structures is perhaps a good starting point, but doing this without considering the organizational culture is a recipe for failure. 

 

I’m sure you’ve seen it before – where a change is made in your organization but individuals aren’t on-side and haven’t bought into it. Perhaps this is because the communication wasn’t right and they didn’t understand the change, or perhaps they just didn’t like it. Either way, the change is unlikely to work well and might even make things worse. 

 

The organizational iceberg 

Putting in the formal systems is important but that’s arguably the easy bit – it’s about training people and perhaps changing some job titlesBut doing this without addressing the cultural aspects is a very common mistake that won’t create sustainable transformationThings might go wrong during the adoption period or there might be some successes and then, after the ‘honeymoon period’things start to drift off. 

 

It’s about aligning the new structure and formal systems with the invisible informal systems – the stuff under the water, like behaviors, values, beliefs stereotypes and customs. If these aren’t aligned then there’s little chance of successful transformation.  

 

It’s equally challenging if some teams in the organization are working in agile ways and others aren’t – this is known as ‘agile anomalies’ and happen through cultural misalignment. The Agile team will often feel like they’re banging their heads against a wall and are likely to revert back to their old ways of doing things just to get anything done. 

About the Author

Students621
Courses36
Learning paths7

Tony has over 20 years’ experience in Business Development, Business Change, Consulting and Project/Programme Management working with public, private and third sector organisations.

He has helped organisations to design and create process and procedures to align ways of working with corporate strategy. A highly motivated and detailed solution provider utilising a wide range of methods and frameworks to provide structure whilst promoting creativity and innovation.

As a confident and self-motivated professional with excellent communication skills Tony is able to bring people together and get them working as a team quickly.

Tony is an Agile and Scrum trainer with a vast knowledge spanning IT Systems, Business Change, Programme and Project Management. With excellent presentation skills and a solid background, he ensures that all clients gain maximum benefit from his training. He has successfully guided those new to the industry through their initial training, helped experienced staff as they progress in their careers and worked at Director level advising on best use and practice, as well as tailoring courses to fulfil the exact needs of clients.