Scrum teams are a popular way of organizing product development. Under the Agile framework, scrum teams develop product according to specific sprints or periods of time. Scrum teams meet on a daily basis to ensure the different deliverables are synchronised. Using the Agile framework, it is also possible to design and implement innovation.
Innovation requires learning, adaptation, and market knowledge. Organizations can form scrum teams to foster innovation by creating the following positions:
Standard Bearers: These members hold weekly briefings (keep them short—no more than 15 minutes) about developments inside and outside of the organization. It’s important to keep track of the information and insights generated from these meetings and make meaning from the sharing of perspectives. The organization of market intelligence helps identify trends and holes in the market.
Forerunners: Members of the scrum innovation team identify shifts in patterns and experiment with process, organization, products and services. Limit the forerunners (and the organization) to one project at a time. There is such a thing as change fatigue. The company can get tired and confused from having to keep track of so many initiatives, side projects, and change processes. Establish clear metrics for evaluating the utility, profitability, and disruption of the project. Forerunners operate their project as any other Agile-based product or service development.
Alchemists: These are individuals who take a whole-of-organization perspective, as well as a big picture approach to the market. Reams and reams of data. Megabytes and megabytes of information. Dialogues with customers. Monitoring the marketplace. Deep conversations internally about product, service delivery, how the organization works and how it doesn’t work. Taken all together—where does this lead the organization? The alchemists will blend the knowledge and ideate a prototype for testing. Then it’s back to the standard bearers to keep the information flowing.
Innovation is as much process as insight. When firms organize themselves to learn, adapt, and apply, they are improving their opportunities and possibilities for innovation.
Renée Gendron, MA, founded Vitae Dynamics Inc. to transform workplaces and economic ecosystems into healthier, better adapted to economic conditions, and more respectful environments. Gendron extends tailored and specialized bilingual training on leadership, conflict resolution, and communication. She also provides mediation and research services. Gendron holds a Master’s degree in social sciences and certificates in alternative dispute resolution and conflict resolution. Gendron can be reached at @vitaedynamics or renee@vitaedynamics.com. Her Website is www.vitaedynamics.com
