Scaled Agile Frameworks ensure that agility can be implemented in large companies

Scaled agile frameworks such as SAFe or LeSS support companies in applying agile methods across multiple teams. We shed light on what this is all about and which points companies should consider on the path to scaled agility.

What was set in stone yesterday may already be outdated today. Companies must therefore adapt quickly and flexibly to market conditions in order to remain successful. Agility is the "magic word" to optimally organise work and collaboration within the company in fast-moving times. Agile teams take an iterative, adaptive approach, which allows them to be closer to the market and move at a faster pace.

However, it is not enough for larger companies to focus solely on the agility of individual teams. It is much more important to organise the entire company in an agile way. Scaled approaches and frameworks are required for organisational agility (business agility). This is where the concept of scaled agile frameworks comes into play. This refers to a framework of structures, processes and the associated mindset that makes it possible to organise and synchronise several interdependent agile teams.

No question: Scaled Agile frameworks are valuable and helpful. But where there is light, there is also shadow. Most scaled agile frameworks provide a structured implementation plan as well as new roles and events. Beyond that, however, they offer little assistance in living organisational agility. Although they offer a blueprint for the process organisation, they often focus exclusively on the processes in the agile product development teams. Further functions are usually not included in the frameworks. Nor can the corresponding organisational structure be derived from this process organisation. However, this point is also crucial to success. In short: scaled agile frameworks do a lot, but not everything.

If you want to organise your company in an agile way, there are a few things you should bear in mind:

• Working methods: The days of lone wolves are finally over. We are living in the era of agile teams. They work together and focussed on overarching priorities while continuously reflecting on and improving their way of working.
• Mindset and values: The teams are in constant dialogue with their customers. They work based on data and always keep an eye on the value they want to create for their customers.
• Structures: The underlying structures must promote an agile way of working. This is achieved, for example, through appropriate roles in the team or through a customer-oriented organisational structure as a basic framework. An organisation of agile teams according to value streams with flat hierarchies is a good idea.
• Processes: The synchronisation processes between the teams are regulated by clearly defined processes and routines. The core processes themselves are defined transparently. A playbook provides the necessary orientation. Within these framework conditions, it is up to the teams to organise themselves.
• Leadership: The teams organise themselves, often on the basis of servant leadership and empowerment. A manager is only involved if necessary.
• Governance: Decentralised decisions and clear prioritisation support the iterative processes and the self-organisation of the teams. Joint alignment takes place via content-related goals.
• IT: IT enables the teams to work together in a focussed manner and continuously create value for their customers.

Choosing the right scaling framework is no simple matter. There are various approaches - such as the more complex Scaled Agile Framework (SAFe) or the more reduced Large Scale Scrum (LeSS), which focuses on minimising the complexity of processes and roles ("less is more"). However, the introduction of both frameworks is often associated with a great deal of effort, which can quickly lead to barriers to change and an early lock-in effect. There is also the question of whether the chosen framework fits the company or whether it feels like something alien that is being imposed on the company.

We recommend first defining the specific goals to be achieved with agile scaling and then identifying the appropriate framework. It may not be one of the existing "templates", but rather a customised design that takes the above-mentioned dimensions into account. Please feel free to contact us. We look forward to supporting your company in becoming holistically agile and thus even more successful.