Forrester’s survey shows approximately 38% of developers have adopted Agile across a wide range of industries. As year-to-year growth of Agile adoption continues, it’s clear that a lot of companies are seeing a lot of value in Agile.
A sustained focus on stakeholder satisfaction is the foundational principle of Agile IT Governance. Paying adequate attention to tactical measures to achieve stakeholder (stakeholders are defined as shareholders, employees and customers) satisfaction enables fluid execution.
This can be tactically achieved by taking four steps:
1. Manage shareholder satisfaction with ROI on technology investments
Engage in dialog with your largest shareholders. They have the benefit of breadth in visibility across other companies in which they have invested, so their insight can be priceless. If this dialog shows that you are performing comparatively better, then you are in a better position to deliver shareholder satisfaction. Vet quantitative assessment metrics with your largest shareholders and publish them in quarterly or annual reports. Keep the metrics simple and directly tied to a business metric watched closely by investors.
2. Improve management’s technology quotient
One way to improve management’s technology quotient is to bring in an expert in one specific area of technology that impacts your business to conduct a monthly brown bag lunch session. The expert can spend 30 minutes talking about the most powerful recent trends in that specific technical area and then ask each executive to provide a two-minute summary of how that technology can potentially solve one of the top three pain points that executive’s business unit faces.
3. Ensure that employees feel like they work for a tech-savvy company
It is critical for senior management to evolve their knowledge of whether employees think their company is tech savvy. Future generations of sophisticated employees are growing up in an untethered work environment where they feel entitled to having all the tools they need to maximize productivity wherever they are, whenever they want.
4. Actively contribute to open source projects and organizing hackathons to improve the company’s brand perception in the community
Every company has a list of projects that do not get funded during the annual Capex allocation cycle. Not all of these projects yield a proprietary competitive advantage. Why not crowd-source the business use cases these projects are trying to solve and have friends of the company help solve them? These projects may be a fit for the open source community or, perhaps, an open hackathon with a large financial reward.