In recent decades, technology has been the tool most exposed to the continuous change we knew, its evolution has been the measure of progress. It is therefore in this environment in which this currently much talked-about terminology, AGILE, has been used. But…

What do we mean when we talk about Agile?

We can define it as a philosophy based on constant improvement and rapid adaptation. If we knew nothing and asked ourselves: “What is being agile?” We would have answers relating to speed, effectiveness, thus it implies eliminating or reducing blocking elements and barriers, tangible or intangible. Focusing on people, the most advanced methodologies promote teamwork, making tasks flow between those involved. Dissenting organisational management that disregards human value is rejected. Therefore, we can say that being agile principally favours the organisation, unites the team to work together and is focused on people. And luckily, we can also apply it to our personal environment.

When we detect shortfalls, alternatives emerge. Fruit of the constant inefficiency detected in the provision of value to clients, the waste of resources, and dissatisfaction in the professional development of our workers, we again talk about what was agilely basic. Its origin dates back to the beginning of the twentieth century thanks to F.W. Taylor and Henry Ford, with the appearance of the first techniques for the optimisation of production. It was Ford who introduced the first car manufacturing mass production lines, seeking a new organisational model that slowly developed all over the world.

Kiichiro Toyoda, Toyota’s founder, developed this philosophy, created methodologies and techniques in search of an ideal situation, where machines, installations and people worked together to add value, without generating waste between operations, lines and processes.

Methodologies and Frameworks

There are methodologies and frameworks subsequently developed that are related to the agility of processes, such as Kamban and Scrum. At HR we have become aware of the fact that we can develop more efficient processes for companies, but not before preparing people for the change. The difficulty resides in changing the way people look at things, destroying false beliefs that limit development. Preparing people to redefine the rules of the game and to forget about themselves in search of a common good, will always add individually.

Undertaking a commitment from the perspective of what is intangible, based on why we do things and with what goal, companies should be aware of applying the values that they state define then, that are not part of a description on a website. Culture must be an essence that is perceived when walking through the door or when meeting an employee. We seek to evolve so as to grow our work environments, we believe in the training and potential of people, of all ages. Let’s embrace change, let’s give value to something that is unquestionably beyond digitalisation, human value.

Let’s be agile people that question themselves and not only adapt. Invest in methodologies, but streamline your happiness, in that, in the end, this is what it is all about.

Adriana Olalla,

Assessment & Cultural Transformation, Wyser Spain