No one-size-fits-all
The challenge of implementing sweeping changes in organizational processes, structure, and culture, particularly within a short timeframe of a few years, is daunting. Research in organizational change and management consistently highlights the complexity and often low success rates of such endeavors.
1.Success Rates and Failure Factors: Studies indicate that organizational change initiatives have a high failure rate, with some estimates suggesting that as many as 70% of change programs fail to achieve their goals (McKinsey & Company).
2.Difficulty in Changing Habits: Changing organizational habits and culture is intrinsically difficult. Habits, both at the individual and collective level, are entrenched patterns of behavior and thinking.
3.Employee Burnout and Turnover: Rapid and extensive changes can lead to employee burnout, dissatisfaction, and turnover.
4.Transitioning Status and Tension: Organizations that fail to manage change effectively often find themselves in a prolonged state of transition.
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Altering the methodology or framework employed by organizations should not be perceived as a holy grail for achieving sustained competitiveness, customer satisfaction, and revenue growth. Instead, a different approach is warranted to address these multifaceted challenges. An approach that considers the organisational context, the project challenges and the skills of the team members.
Versatility can help
Versatility refers to the ability to adapt, perform, or be used effectively in various different situations. It is a quality that highlights flexibility and the capacity to excel in diverse circumstances.
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Here are a few key aspects of versatility:
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1.Adaptability: Versatility involves being adaptable and capable of adjusting to changing conditions or requirements. A versatile individual or object can seamlessly transition between different roles or tasks as needed.
2.Multifunctionality: Versatile tools, equipment, or individuals can serve multiple functions or purposes. For example, a versatile software program may have various features that cater to different user needs.
3.Skill Diversification: In the context of individuals, versatility often relates to having a diverse skill set. A versatile person possesses a wide range of skills and can apply them effectively in various domains or professions.
4.Problem-Solving: Versatile individuals are often skilled problem solvers. They can approach different challenges with creative and adaptable solutions, drawing from their varied experiences and expertise.
5.Cross-Functionality: In team settings, versatility can refer to cross-functional teams where members have expertise in different areas. This enables the team to handle a wide range of tasks and responsibilities.
6.Performance Consistency: A versatile object or individual can consistently perform well in different situations. They are not limited by specific constraints or specialized conditions.
Why versatility ?
There's no one-size-fits-all approach
47% of agile projects are late, have budget overruns, or result in unhappy customers and on top of this a further 11% of agile projects fail outright and end up delivering nothing (Scrum, 2021).
Jeff Sutherland, the Scrum legend, claims “most of these failures are down to bad Scrum implementation” . The bottom line with any methodology is that it should be chosen based on its fit with your organisation, your people and your projects.
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Lack of experience
There are scrum masters, agile coaches, product owners and other agile practitioners in the projects who often face challenges when their skillset lacks depth in project management expertise. This situation gets worse when too much attention is given to strictly following a specific set of rules, like in Scrum, instead of really understanding the basic ideas behind these rules and changing them to fit the special needs of the project or the company.
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Experience and versatility
There's a need to be versatile, equipped with a toolkit of experiences with different types of organisational strategies, -structures, -cultures and -processes, a big backpack of experiences with different type of projects, teams and stakeholders and best practices.
Therefore, having people with a broad spectrum of knowledge and the wisdom to apply the right approach at the right time is crucial for the successful delivery of projects in our increasingly complex and dynamic world.
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Why Enroll in Our Programs?
Contextual Learning
We use contextual learning which adds relevance to our learning programs by emphasizing the importance of the context and challenges of the trainees.
Dealing with Change
You learn about the impact of change on a person, team or organisation and how to deal with that.
Adapting the approach
Adapting the approach to the needs of the customer learns you how you can bend the way of working towards the objectives of the organisation
Knowledge sharing
We believe that agile coaches and traditional project managers can both strengthen each other with their knowledge and experience.