specific adjustment, but to help create change-friendly organisations. “You cannot buy software in a one- stop shop, then hope that solution will last for years,” says Stefan Barth, COO of Qvest subsidiary Tarent, a software service provider and digitisation consultancy. “You have to change it continuously and constantly work on your software and IT environment to stay competitive. That’s the most important thing. “We can help organisations cope with one important change: set-up of an ERP infrastructure or software product in your broadcast environment – but this is not the solution,” continues Barth. “Next year, you’ll just have the same situation. We try to help the organisation
find a set-up that allows them to be a learning organisation able to transform themselves. Once you have the ability to change continuously, the next steps are much easier.” AGILE? WATERFALL? The principles behind agile software development have informed how a whole generation of companies work. Agile development emphasises ongoing, continuous processes that adapt to the pertinent challenges at hand. Short feedback loops and continuous communication among team members mean change can
be assimilated (yes, Borg-style) and responded to without having to come up with a fresh plan every time the landscape alters. However, in the same way that being a true perfectionist means making sure that you’re imperfect about your perfectionism, the teams that can best capitalise on change aren’t those who blindly adhere to agile development regardless of the circumstance. They are the ones who can slot in the methodology most appropriate to the situation. Many business problems yield to the digital aikido of agile development, but
CHANGE IS NOT A ONE-TIME PROJECT
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