Integrating agility into traditional organizational forms such as line and matrix structures can pose a challenge. Many companies see product teams as the central approach to introducing agility. But is it possible to integrate agility without relying on such teams? The answer is a clear yes. This article provides an overview of how agility can be integrated into line and matrix organizations without focusing on product teams.
Live Agile Values and Principles
The foundation of any agile transformation is the understanding and implementation of agile values and principles. Before dealing with structural changes, values—such as customer orientation, openness, and continuous improvement—should be at the forefront. Training and workshops can help disseminate these values at all levels.
Promote Flexibility in Processes
In traditional organizations, processes are often rigid and bureaucratic. For an agile transformation, it is crucial to rethink these processes and promote flexibility. This does not mean that processes should be completely eliminated, but that they should be adaptable and responsive to change.
Increase Empowerment and Autonomy
A key aspect of agility is the empowerment of teams. Even if there are no dedicated product teams, teams in line and matrix structures should be allowed to make independent decisions and take responsibility.
Improve Communication and Collaboration
Matrix structures, in particular, can have complex communication pathways. To foster agility, focus should be on open communication and collaboration. Tools and platforms can help facilitate communication and improve information exchange.
Establish Continuous Feedback Loops
Feedback is a central aspect of agility. Regular reviews and retrospectives should be integrated into the daily workflow to continuously learn and improve.
Define Agile Roles
Without product teams, traditional roles within an organization may remain, but with an agile imprint. For example, a department head could also function as an “Agile Coach,” supporting and leading their team, rather than just managing.
Adjust Performance Indicators
Traditional Key Performance Indicators (KPIs) are often not aligned with agility. Rethink how you measure success, and align KPIs with agile principles and values.
Implementing agility in line and matrix organizations without relying on product teams may initially seem like a paradox. However, with a clear focus on values, principles, and a willingness to rethink existing processes, it is theoretically feasible. The key is that people should be at the center, and the organization should be willing to continuously evolve and learn. Proof-of-concept, however, is yet to be provided.