Leaders’ business choices have a significant impact on an organization’s long-term success. Their way of thinking, their actions, and their plans have an impact on how the company and its employees operate. True leaders are always learning and improving their skills to keep up with the trends and remain ahead of their competitors. Lean-Agile Mindset adoption becomes critical at this point. SAFe® ideas and practices are built on this intellectual and leadership basis. Everyone, but particularly those in charge of a company’s future, should adopt a Lean Agile Mindset.

SAFe® 5.0’s main offering – “Business Agility” – is briefly discussed in this article, before focusing on the foundational competency – “Lean Agile Leadership” – and discussing how Scaled Agile Inc.’s “Leading SAFe®” course is one of the front runners in providing knowledge and guidance for building an enterprise’s foundational competency in SAFe.

What is SAFe®, and how does it work?

In today’s global economy, businesses operate in a variety of countries, cultures, and time zones. External stakeholders, such as suppliers and business partners, additionally enhance the organizational environment. No matter how big the company is, it has to be flexible and adaptable to meet the ever-changing requirements of customers and the stiff competitors.

Because of the scope and importance of the enterprise, implementing Agile in the workplace presents unique obstacles.

SAFe Agilist Certification is a framework for implementing, sustaining, and improving Lean and Agile practices in organizations. A new version of SAFe®, SAFe®5.0, will be published in January 2020. SAFe®1.0 was announced in 2011.

In SAFe®5, what’s new

There are many new features in SAFe®5.0, but we’ll focus on two: business agility and the dual operating system.

Thought leader in the field of Change Management John Kotter has long advocated the necessity to have both an entrepreneurial network and the efficiency of conventional hierarchical structures. When it comes to achieving Business Agility, SAFe® 5 suggests arranging the network on value streams instead of the traditional hierarchy.

To build viable and marketable products and solutions, engineering teams may need to be more agile. Lean and Agile practices must be adopted by everyone engaged in developing solutions and products, including executives, senior leadership, marketing, sales, finance, engineering, support, IT, legal, compliance, and HR. The Leaders of the Organizations have the bulk of the burden for making “Business Agility” a reality.

Leadership Capability in Lean Agile Environments

You can achieve Lean Enterprise and Business Agility by mastering seven SAFe® key capabilities. Lean Agile Leadership is an important basic competency by Sprintzeal. SAFe® deployment will not be successful unless the organization’s executives fully support and believe in the strategy. SAFe® transformations are made possible by Lean Agile Leaders, who play a critical role in their organization’s introduction, nurturing, and maintenance.

In order to be considered a Lean Agile Leader, one must meet certain requirements.

  • Leaders must have a growth mindset in order to see the need of personal and organizational growth. SAFe, Lean-Agile, and other SAFe principles are important to leaders who have the proper attitude.
  • As the proverb goes, “Actions speak louder than words,” and this is especially true in the workplace. When leaders demonstrate their own commitment to Lean Agile values and principles, they may inspire a large number of others to do the same.
  • One of the most challenging aspects of leading organizational transformation and change is that it is a long and winding journey. There are a plethora of models, ideas, and publications being produced by influential thinkers and academics to help usher in and maintain positive change. A leader who embarks on this journey is well-aware of the difficulties ahead and is well-prepared to guide the transformation process to a successful conclusion.
  • Having a solid foundation of knowledge, awareness, and purpose about the behaviors they must demonstrate in order to influence the other workers in their businesses is a useful tool for leaders in charge of enacting change.
  • Lean Agile Leaders should begin by earning the Scaled Agile Framework’s “Leading SAFe®” Certification. Leaders may begin the change process with the knowledge they get via training.

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