Why Switch to Agile Operations?
“In reality, the fastest wins. Agility is not an option; it’s a necessity.” – Jack Welch
Introduction
The business world is no longer predictable. Plans that once spanned years are now obsolete within months. The successful companies are not those who know everything in advance but those who can respond quickly and effectively. This is where agile operations come into play.
Based on Hadriana Consulting’s experience, switching to agility is not just a trend – this operational model can take performance, teamwork, and customer satisfaction to the next level. But what exactly is agile operation? And what does it mean in practice, especially for organizations accustomed to a traditional project culture?
The Key Ideas of Agile Project Management
“Agility is not about accepting chaos – it’s the ability to move forward with structure and purpose in a changing environment.”
– Mike Cohn, Agile Expert and Author of Succeeding with Agile
Agility is not just a method of work organization – it’s a complete shift in mindset. The key pillars include:
- Customer value at the center: Every activity aims to create value for the customer.
- Iterative development: Small steps, quick feedback, continuous refinement.
- Team autonomy: Decisions are made as close to execution as possible.
- Transparency: Everyone is aware of the direction, status, and challenges.
- Adaptability: Plans can change – if reality changes.
Agility sets the framework, but it doesn’t rigidify operations. The goal: less unnecessary administration, more meaningful work, and faster responses.
- “The essence of agility: quick decisions, open communication, and continuous learning. Without these, you’ve just slapped a new label on old problems.”
– Jeff Sutherland
Traditional – or waterfall – project management is typically linear: planning → execution → testing → delivery. This works well in stable, less-changing environments.
In contrast, the agile approach:
Traditional PM vs Agile PM
| Traditional PM | Agile PM |
|---|---|
| Fixed plan at the start of the project | Flexible planning and re-planning |
| Roles are strictly separated | Teamwork, collaboration |
| Result at the end of the project | Value delivered at the end of every sprint |
| Documentation-focused | Communication-focused |
| Delayed feedback | Continuous feedback |
The advantage of agility: if the goal changes or a new requirement arises, the entire project doesn’t collapse – it adapts.
Agility has far surpassed the IT world today. It has already proven itself in the following sectors:
- Financial Sector (banks, insurers): Product development, compliance projects
- Telecommunications: Service development, customer experience improvement
- Manufacturing: Production management, logistics, innovation projects
- Public Administration and Government: Digital service introduction, administrative processes
- Healthcare and Pharmaceuticals: Fast-response development or digitalization projects
- Financial Sector – Agility Under Regulatory Pressure: At a major international bank’s Hungarian subsidiary, agile project management was used to implement new EU reporting regulations. Previously, such projects were delayed and resource-intensive. With the new framework, the Product Owner and Scrum Master worked closely in weekly sprints, reducing the total project time by 15%.
- Telecommunications – Faster Product Launch: A telecommunications provider developed a new customer service app. Using the traditional waterfall model, the project was estimated to take 12 months. Switching to an agile framework, the first MVP (Minimal Viable Product) was launched in just 4 months. Customer feedback led to a final system with 35% fewer features – but exactly those that were truly needed.
- Manufacturing – Efficiency from the Ground Up: An automotive supplier combined lean and agile principles. A cross-functional team was formed to address manufacturing defects, holding daily stand-up meetings to analyze issues. The result: a 40% faster response time to defects and a 25% reduction in scrap rates within 3 months.
- Public Sector – Agility in Digital Government: A government agency developed an online administrative platform. With agile teams, the system was not only completed on time but also improved user experience. Based on feedback from sprint retrospectives, they simplified forms, reducing customer complaints by 60%.
Many believe agility is only for large corporations – but in fact, smaller companies can gain the most from it. Why?
- Smaller organization = quicker decision-making: Agile methods enhance this speed and flexibility.
- Multiple roles in one hand: In smaller companies, the leader is often the project manager, product owner, and team leader in one. Agile tools (e.g., backlog, Kanban, stand-ups) help structure tasks.
- Limited resources: Agility supports focused work and priority setting – no time wasted.
Client Story: A micro-enterprise (a 4-person web development team) introduced a Kanban board, weekly planning, and daily online stand-ups with the guidance of Hadriana Consulting. After just 6 weeks, they were able to close 20% more projects while reducing internal tension, as everyone better understood their tasks and the team’s progress.
Another Example: A 15-person logistics SME started launching a new service. Instead of spending six months on full development, they worked in sprints. By the second month, they tested the first MVP with customers. As a result, they re-prioritized development based on customer needs and launched the final service with 30% less cost.
Agility is not size-dependent – it’s mindset-dependent. Smaller companies have the advantage of being able to change quickly and receive immediate feedback from the market. Agile operations place this flexibility within controlled frameworks, ensuring growth.
- Start with the culture: We don’t introduce processes first – we introduce a mindset. Transparency, learning from mistakes, and customer focus are essential for success. Leadership’s example is crucial here.
- Choose a pilot area: We don’t have to implement it everywhere at once. Pick an area where the new approach can be tested. Start small – but think big.
- Provide training: Agility cannot be forced on anyone. Without training, workshops, and role clarification, it will only create confusion. Scrum Masters, Product Owners, and Teams need to know what is expected of them.
- Establish agile rituals: Sprint planning, daily stand-ups, retrospectives. These are not buzzwords – they are the muscles of agile operations. Without them, there’s no movement.
- Measure impact: You need KPIs, team feedback, and customer satisfaction. Being agile doesn’t come from using the term – the results speak.
- Faster time to market – quicker product and service launches
- Better internal collaboration – breaking down silos
- Higher customer experience – because we incorporate customer feedback
- Lower error rates – because we learn as we go
More conscious teams – teams that create, not just execute
These are not HR buzzwords – they are the sources of business results.
Agile operations don’t work by magic, but with discipline, knowledge, and courage, they transform the organization. In a world where everything changes, adaptability is the greatest value.
Hadriana Consulting not only provides systems but also supports you throughout the journey. If you want to find out where your organization stands now and where to go, please book a consultation today.
