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Where to Use Agility to Deliver Real Business Value

Adopting agility can be challenging, as several variables can hinder progress and tangible results. Therefore, it is crucial to identify where agility is most likely to deliver significant business value for successful adoption, especially at the outset.

In contexts where agility results are equal or slightly superior to the traditional approach, you should analyze the cost-benefit carefully. In some cases, it may not be appropriate to use agile methods.

In my experience, agility achieves better results in contexts with more uncertainty. That is, when faced with a challenge or problem that has no obvious solution, many ways to find a solution, or where it may not be possible to find a solution. In these cases, the traditional approach will tragically fail. Therefore, the more uncertainty there is, the more convenient it will be to adopt agility.

For example, launching a new product in a new customer segment has more uncertainty than migrating an ERP (enterprise resource planning system) from one version to another.

Agility achieves better results in contexts with more uncertainty

On the other hand, if the nature of the product being built does not allow frequent changes in scope or strategy, then, although there is uncertainty, the difference between agility and the traditional approach may not be evident. In addition, if it is not possible to build an MVP (minimum viable product) or quickly adapt an existing product, then agility will deliver at the traditional pace, losing the ability to experiment, learn, and improve in short intervals of time.

For example, digital products that use modern technologies and automation are more likely to be changed frequently and thus show results. On the other hand, it will be challenging to change a digital product built decades ago without automation.

In summary, I recommend using agility in products or projects with high uncertainty and adaptability, as this is more likely to provide excellent value to your organization. Remember that choosing where to use agility is only the first step; success will depend on the actions taken during execution.

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