Organisations that embark on the agility transformation need to get many things right, and Coherent Action is one of the critical elements that is often missing.
Here are some of the recent examples from several organisations that have embarked on agility transformation with incoherent actions
Stated: Reducing staff overburdening and sustainable pace
Action: The transformation leader arrives in the office 07:00 to 07:40 and leaves around 20:00 except one day a week when he/she leaves early, around 18:00.
Stated: Evidence-based forecasting
Action: The date is promised, dictated without any evidence of delivery capability
Stated: Pull-based system of work
Action: Create themes and push multiple initiatives per theme. Keep increasing the number of items in progress. When it gets too much, create another theme and keep break the themes down into more swim lanes, so the number of items per swim lane is not scary.
Take a few minutes and think about if your actions are coherent with your strategy.
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