More job satisfaction
The new way of working means that experts from different disciplines work together from the start. This allows work to be done faster and better, and this visibly results in more job satisfaction. In order for teams to work together optimally, they are put together in such a way that the team task really suits a person. Indirectly, this change produces more energy and optimal performance.
At Delta NV, specific attention was paid to personality. Employees became each other's knowledge partners much more than usual through the transformation and now work with people they previously only saw during the monthly drinks. This results in visibly more job satisfaction.
You can't explain change. It can't be quantified or rationalized. That makes it difficult. There is always a period in which a large part of the organization works in 'the old way', and a small part of the organization works in 'the new way'. This shift turns 180 degrees during the change process. It is therefore difficult for managers and directors to hk phone number manage teams. They often know the advantages, but also the dangers of a different way of working. In practice, the technology and the people have often been there for a long time, but the management has not (yet) realized this immediately. Agile coaches therefore bring unpleasant surprises. Change causes pain to the employees, but ultimately the higher purpose heals the wounds.
Roles change, people don't
It is important to give people time to take on their role. Agile transformation means that everyone within the organization gets a different role. For example, management can no longer pre-chew a plan from the top down and then do their own thing. It requires a different communication style. That different role can also be very surprising. Changing roles cause friction, especially in the initial stages.
For Delta NV, the role changes also had an immediate positive effect. For example, the number of compliments to each other increased. Someone with an analytical role had contact mainly via e-mail before the transformation. After the transformation, the person in question had much more face-to-face contact. With the result: "I didn't know you were such a warm person." This also requires a completely different way of managing from managers.