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.

What can help you getting promoted

I attended this morning Boston Product Management Association's 2013 Mentorship program kick-off and one of the round table topics discussed was related to factors contributing to getting promoted in your job.

Here are some ideas floated, in no particular order:

• Be conscious of where you've come from into Product Management and grow to be a well rounded business person. If you are formerly an engineer, reach out and make some friends among sales, if you've come from support delivery learn how development and marketing operate and what matters to them. Try to avoid getting labelled as single-dimension expert.

• While we are at this, develop a reputation for being a Subject Matter Expert (SME) in several fields relevant to your company's business. Make sure people know and value your knowledge and come to you for advice. This can be a particular technology or field of research, industry, set of standards, social media, market research, methodology such as Agile, vendor management, pricing strategy, etc.

• In general market yourself within the company, particularly if you work for a large company. Reach out to other functions, teams, business units, projects. Show genuine interest in what they do, offer help, create synergies. Get engaged in initiatives outside your main day to day project(s). That's a good way to get to know more people outside your primary circle, and get them to know you. Finally, make sure your contributions are known to more than just your immediate manager, also to his manager and/or peers.

• Many people have ideas and can talk about possibilities. Differentiate by picking something meaningful and succeeding at delivering results that everyone can see.

• Learn to be comfortable and communicate effectively with both senior executives, all the way to CEO, as well as with rank and file employees.

• It's always easier to get promotion when you have already been doing everything the new position calls for. In other words, don't wait to be asked to perform new duties. Recognize the need and opportunity and start adding value to your organization. Help your boss and he will appreciate and find ways to recognize you.

• Promotions come in different flavors. If your company does not currently have an opening to manage (more) people, you can still be recognized and promoted as an individual contributor. More and more companies understand the need to attract and keep top talent and are becoming increasingly creative about ways to satisfy career aspirations of their high achievers.

• Even if you don't get promoted soon enough at your current organization, you will begin developing a reputation that will serve your long term goal and ultimately put your career on the right trajectory. Fast forward 5-10 years in the future, when you apply for that coveted VP job, your recruiter will be searching and talking to your current boss and colleagues about you.

• Finally, be ready to recognize when there is just no room to grow in your current organization. Let's say you are in a small start-up that is not growing particularly fast, and your boss is one of the founders. In situations like these quitting is not necessarily losing, it may just be the right step to take you closer to the promotion you are looking for.

What is your experience? Can you add to this list?