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4 keys to assembling a successful agile team

4 keys to assembling a successful agile team

Agile is a buzzword in the industry right now and to facilitate business transformation, organizations in nearly every industry are eying agile as a key strategy for delivering products and services quickly — and with the customer in mind. Though the implementation of Agile is fraught with risks, having a strong team is key for its implementation. Therefore, the following four factors must be considered when assembling a succesful agile team


Traditional motivators associated with productivity, efficiency and risk need to be replaced with a focus on outcomes and customers as a grand goal, according to the research. It’s essential to gauge individuals’ interests, what gets them excited and where they see themselves in three years. In addition, those who enjoy solving complex problems and view ambiguity as an opportunity to learn are more likely to thrive, the research suggests.

Expectations and trust

Agility is all about teamwork. Successful agile teams require people who work well together and do what is required to deliver the outcomes desired. Instead agile teams should have a separation of work management from value management, West says. It’s important to ask questions about how individuals work with others, how they manage work in a team and what they expect others to do in support of them, the research says. That way you can be sure to bring in people who will thrive in the kind of environment a successful agile team needs.

A customer-centric perspective

Succesful agile teams engage with customers and learn about their needs. When a team is focused on customers and uses an agile approach, it tends to deliver value to the customer incrementally and frequently, the research shows. Agile teams are also more easily motivated, because they know who they are helping.

Care for the craft

Caring about one’s craft and the outcomes that one’s work delivers is essential for any member of an agile organization. Agile teams take ownership of the product they deliver. For them, pride in the product and outcome is more important than pride in the process, the research shows.

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