Characteristics and ingredients of an agile work force – a strategy framework

Abstract

PurposeThe purpose of this study is to provide a viewpoint on the characteristics and ingredients of what constitutes an agile team using the lens of progress made toward goals (with three sub-categories) and execution/a bias for action (with three sub-categories). Also, highlight the similarity of constructs between two different yet related concepts of employee engagement and agile workforce and how they can be a force multiplier for companies if leveraged right.Design/methodology/approachThis study undertook literature review of key papers in the areas of building agile teams, its benefits and success stories largely popularized by the technology companies in the software development lifecycle and core constructs of employee engagement. The authors then build a framework of what constitutes an agile team, while briefly explaining the nine archetypes that emerge from the 3 × 3 matrix.FindingsEmployee engagement and agile teams, although different yet related concepts, have very similar underlying constructs. Companies can take advantage of the symbiotic and mutually reinforcing relationship between these two constructs to “futureproof” their business in these turbulent times. Adopting an agile mind-set to team development – experimentation, incremental, iterative progress, nimble and flexible to pivot as per changes in environment – has proven to be successful for many iconic companies. A 3 × 3 matrix plotted against progress toward goals and a bias for action (with three sub-categories each) has given nine team archetypes, with agile team occupying the aspirational, north-east corner of the matrix.Originality/valueThis paper provides insights into this important concept of building agile teams and offers a strategy model to be leveraged to build an agile mind-set in companies. HR managers now have a strategic framework to understand the characteristics and ingredients of agile team and understand the similarity of constructs between employee engagement and agile workforce. They can audit where their teams are at present and work on a clear road map to move them into agile mode.