Agility often presents a sense of discomfort within organizations; it is a concept that lingers in conversations but is not fully understood in practice. In IT companies, discussions about agility, various frameworks, and spreading the philosophical spirit of agility are commonplace. However, the reality is that agility often behaves like a child who refuses to grow up, trapped in what can be described as a Peter Pan syndrome — remaining at the lower levels of the organization.
Scaling agility requires transparency and a more horizontal organizational structure, and as we know, no one wants to lose control as it might be perceived as a sign of weakness. If agility were to spread across all levels, yet only a few were responsible for decision-making, it would be as if nothing had changed.
To be truly agile, we must be willing to relinquish our privileges and accept that we will also share responsibilities. Achieving 100% agility may seem utopian, which is why it is crucial to ground our approach and define a matrix of roles and responsibilities. Everyone must understand that decisions and responsibilities are aligned with their job positions. Certain responsibilities will not be shared, and this is where organizations often confuse roles with being agile.
For agility to take root and thrive, there must be a collective commitment to transparency, shared responsibility, and a willingness to adapt to a more horizontal structure. By doing so, organizations can move beyond superficial agility and embrace a transformative approach that fosters true growth and innovation.
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