Navigating complexity requires more than just technical skills and popular frameworks. Values and principles can serve as the bedrock of successful teams and organisations.
Values
Values represent our core beliefs and priorities. We consider them non-negotiable and use them to guide us through our work. In complex environments, clear and shared values are the starting point for trust and collaboration, empowering teams to make decisions aligned with the wider organisation. Values like transparency, respect, and commitment are not just aspirational; they are essential for creating a cohesive, motivated workforce that can adapt and innovate.
When moving to agile ways of working, we ask teams to adopt the manifesto's values and the values from whichever framework has been chosen. In addition, guiding teams and individuals through a discovery of their own values can allow us all to have more meaningful engagement with our work and each other. It’s one thing to adopt the values defined by another, and being given the space to bring our own values allows for more authenticity and psychological safety.
Principles
Principles are the standards that guide our choices, decisions, and actions. They transform abstract values into concrete behaviours, helping to ensure consistency and integrity. Agile principles, such as delivering value continuously, embracing change, and prioritising customer collaboration, provide a framework for decision-making that keeps teams focused and aligned, even when faced with ambiguity and shifting priorities.
Mindset
By embedding values and principles into the fabric of our work culture, we have a better chance to create a resilient and agile organisation. Teams become more autonomous and capable of making quick, informed decisions that can deliver value more easily. This foundation enhances the ability to respond to change and nurtures a sense of purpose and belonging.
What's the point of having values and principles if they sit on the wall, dusted off once a year for a company-wide charity day? Too often, organisations treat these foundational elements as checkboxes rather than as a foundation for creating a strong organisation.
A more ethical and impactful approach is to embed values and principles into every facet of our work. This means making them the mindset that drives everything we do; our processes, tools, roles, practices, artefacts, and meetings.
We can achieve more cohesive outcomes by consistently basing our choices and actions upon values and principles, even in complex or ambiguous situations. When everyone in an organisation aligns with the stated values, it creates a genuine culture of trust and integrity. Employees feel more engaged and motivated when they see that the organisation practices what it preaches.
Having a strong values-driven foundation makes it easier for teams to adapt and respond to changes without losing sight of what matters. This is the heart of agility and how we achieve more effective and efficient delivery of what our customers value. We build trust with each other within the organisation, reduce interpersonal conflicts, and start working to beat our competitors.
Start Small
A better approach to agile transformation is to start small with a focused experiment. This creates a safe space for teams to learn and adapt without the pressure of an organisation-wide mandate. It encourages openness and reduces the fear of failure. During the experiment, you will identify and address challenges early on. You’ll gain valuable insights into what works and what doesn’t, giving you plenty of opportunities to tailor your approach to better suit your needs before you over-commit. You create a more genuine and sustainable Agile transformation by experimenting and learning incrementally.
Select a team or project that would benefit from Agile practices but isn’t critical to your core operations. Clearly outline what you hope to achieve, why you’re doing it, the duration of the experiment, and what will be included. Collect data and feedback throughout the experiment, regularly reflect on the outcomes and adjust as necessary. You can then use the insights gained from your experiment to inform a gradual rollout of Agile practices across the organisation.
Adopting Agile is a journey, not a destination.