The new way of agile working: 8 lessons drawn from experience
Amos Beech workplace consultants have been supporting organisations for years in the filed of the new way of working. The approach of Amos Beech to agile working is an integral one, in which they combine their areas of expertise: workplace strategy, space planning, interior design and office refurbishement and fit-out project management.
1. Agile Working is also for your customers
It would be good if organisations realise what agile working can mean for the customer. Will the customer get a better product faster or will he be involved more in the process? Customer demand becomes more and more multidisciplinary. The client is less asking to make him some sort of interior, but he wants to contribute ideas to develop something that is truly his.
2. Agile working is different for everyone
A salesman that is always on the go and leading a nomadic existence, has different needs and is a different type of person than the office bound employee who is in accounts.
3. Agile working must get to 2033
Agile working does not stop introducing a workin environment that is time and place and independent, but asks for anticipation on future developments. The risk also exists that agile working is seen as a passing by trend that pampers a culture for fun toys and gadgets. When introducing agile working look at geographic and demographic developments for the next 10/20 years and make sure that the organisation is prepared.
4. Agile working is more than just a paint job
With all respect to the crafmanship of decorators but real change doesn’t come from painters or even interior designers from Glasgow. This is reflected in practice by organisations that have introduced agile working just from the physical office environment. After one or two years everyone falls back into old behavior and habits and real intrinsic cooperation is not really happening.
For decades, employees are used at one and the same way of control; “monitor the work” and are reactive. Employees have learned to place everything within this culture of rules. Because of this there emerged a culture with acquired rights. When introducing agile working it is required to skip all that at once. In practice, this is not going to work and it asks for making the change tangible. how do we appreaciate output and what does that mean for the individual?
5. Agile working proofs why you do it
Unfortunately, managers experience more often that the world around them changes much faster than their organisation. Employees are usually facilitated technologically in a better way at home than at work. Employees who at work are considered not to have any management qualities and are at the same time the president of their beloved sports association.
Continue the conversation about ideas, expectations and opportunities of agile working, discus and explore the differences and make use of the richness of insights and knowledge of the people involved. Start with a constructive discussion on the significance of agile working. That will also prevent confusion.
6. Agile working is a team sport
When agile working is introduced it is crucial to put a lever of trust low in the Organisation, to be successful. Puttting trust throughout the organisation does not mean letting go of responsibility, but the responsibility now lies with the employees.
7. Agile working makes everyone a manager
The management layer under the management will find it hard to change to agile working.
8. HNW makes who you are
Clear goals, the way of working, dealing with each other, say what you think, leave feedback, will very much have an impact on the success of agile working. Transparency contributes to an open culture and is in the interest of the individual employee and the identity of the organisation.