As Agile principles gradually expand from the field of software development to various industries, the essence of Agile is undergoing a significant generalization. From the original Agile Manifesto for software development to its current application in manufacturing, finance, healthcare, and other sectors, Agile no longer merely represents a specific set of practices. Instead, it has become synonymous with adapting to rapidly changing environments. Organizations across industries are drawing on Agile thinking, hoping to maintain competitiveness in a complex and ever-changing market through quick responses and flexible adjustments.
Agile is no longer just an external operational guide; it is a state deeply embedded within organizations and individuals. By enhancing this internal state, teams and organizations can respond to changes more calmly and effectively, thereby truly achieving the goals of Agile and avoiding regression or degradation during transformation. Atomic Agility makes Agile a lasting cultural force rather than just a management method.
Atomic Agility is guided by principles and supported by practices. By gradually reinforcing smaller units of Agile states, individuals and organizations can move toward a more Agile path. The practices (habits) listed here encourage everyone to discard them after a period of use and to incubate their own practices (habits) based on the principles. This collection of practices does not constitute a complete industry solution; rather, these practices are like stones thrown into a lake, hoping to catalyze more Atomic Agility.
Principles
- Broader Perspective: Only by seeing can a sense of urgency be created, which then allows for the possibility of a response.
- Stronger Discipline: We should not be immersed in the constantly emerging bad smells.
- Clearer Gray Areas: There are other choices between a perfect solution and complete neglect.
On “er”
A team I once coached asked me if there is a “most Agile” team. I replied that there is no “most Agile” team; there is only a team that continuously challenges itself and becomes stronger. The use of “er” reflects the concept of “more”, emphasizing that improvement is an ongoing process without a fixed endpoint. It’s not about achieving a certification or mastering a skill, but rather about the continuous pursuit of being better.
If the idea of “er” seems unclear, you can define a boundary for yourself. For instance, in terms of perspective, the ceiling might be the feedback on your company’s products, or it could be something broader, like considering social responsibility. The key is to recognize that “er” embodies a journey of constant refinement and growth, rather than a final destination.