The weak links of Agile value chain (part 1 of 2)

Achieving successful adoption of Agile software development is no easy fit. Numerous organizations embark on this journey, investing significant energy and resources attempting to transform. Proven rules and best practices are challenged, the foundation of established organizational knowledge is questioned. Teams are sent to training classes, Agile coaches are hired, t-shirts and mouse pads with morale boosting statements distributed, managers have their annual performance objectives adjusted...

Not every organization is successful in this endeavor though, particularly when it comes to large scale software development and impatient investors and executives. Only few are destined to experience the freedom of creating value, unencumbered by waste. Only some will embrace the uncertainty of software development innovation.

When all is set and done however, the big gotcha is waiting for those who cross the finish line and deserve our tip of the hat.

Successful adoption of Agile software development will inevitably shock your existing customers, your sales force and finally the rest of your company who will now have to deal with the consequences of

1.  accelerated rate of new release introductions
2.  the fit of every delivered feature with market demand

While watching your customers coming to grips with this windfall may be gratifying, and will surely be followed by recognition and appreciation, the real challenge lies in how the rest of the company adopts to this faster go to market pace, and ultimately how can this be translated into a profitable and sustainable growth for your company.