Agile Transformation in Public Administration

What is agility and what does an agile transformation include?

Maria Engelmeier: Agility is the ability and attitude that are reflected in a personal mindset and certain acts. It all started with the principles of the agile manifesto, which was created by a group of software developers in 2001. Its principles include, for example, individual interactions, collaboration with clients or customers and the adjustment to changing requirements, which are still reflected in the agile values today. The largest added value of agility is created by the team atmosphere, which enables collaboration on an equal footing and a trusting relationship. In this way, experience is shared, and people learn from each other. Employees have the opportunity to develop themselves further, which helps the entire team to progress. Shaping teamwork and reacting more quickly to change are elements that we need everywhere in today's fast-moving and networked working environment.

Katharina Schmitt: Agile transformation takes one step further and considers not only individual teams and projects but describes the process in which an organization develops from a traditional, often hierarchical, and bureaucratic working methods to an agile form of working. Every transformation is unique, as agility is not an end in itself, but is always introduced to achieve the goals we have set ourselves. These goals can be to become more flexible, adaptable and customer oriented.
An agile transformation includes several key elements such as the change of the organization structure, teams and their collaboration, iterations and incremental working, prioritization and flexibility, continuous feedback, and realignment and much more.

 

Why is an agile transformation becoming increasingly important in public administration and which are the advantages of agile working methods, both for authorities and for citizens?

Maria Engelmeier: The implementation of agile working methods in public administration is becoming increasingly important for different reasons. In addition, there are numerous advantages for authorities and citizens:

1. Faster response to changes: The environment of the public administration is often characterized by fast changing framework conditions. Agile working methods enable faster adaptation to new requirements, political changes or changing social needs.

2. User orientation: Agility emphasizes the collaboration of users, customers and stakeholders. This allows both internal administrative services and citizen-oriented administrative services to be rethought with a stronger user focus. With an agile approach, authorities can better address needs and expectations of the respective user group which results in an improved service quality and procedures.
3. Accelerating processes: Some (administrative) processes are bureaucratically overloaded. Work packages, projects and process adjustments can be remedied through short work cycles, fast, low-risk iteration loops, clear prioritization and regular feedback. Agile method thus promote continuous improvement and organizational learning.

4. Transparent communication: Agile working methods promote open and transparent communication, both within teams as well as with external stakeholders. This contributes to a better understanding of processes and decisions and promotes the trust of employees and citizens in the administration.
5. Promotion of employee motivation: Agile working methods emphasize self-organized teams and the active contribution of employees in decision-making processes. This can generate a stronger employee motivation and satisfaction which, in turn, has positive effect on the quality of the rendered services.
6. Cost reduction: Costs can be reduced by using resources more efficiently, preventing waste and focusing on substantial priorities.

Overall, the introduction of agile working methods in public administration helps to make work more flexible, efficient and user-oriented. This leads to an improved service quality, increased citizen satisfaction and finally a more efficient administration.

Katharina Schmitt: Agile methods, if they are allowed, create a different atmosphere in offices. When openness, appreciation and collaboration are experienced according to agile values, at some point the focus is no longer on the question "Am I responsible for this", but rather "How can the team solve the problem". This can also be the go-ahead for co-creation and innovative solutions.

 

Which prerequisites must be created by public authorities to successful implement agile transformation in public administration?

Katharina Schmitt: Before we go into the prerequisites, we need to make two classifications:

• Agility and also agile transformation are not ends to themselves. Before any agile transformation, there is the question: Why and what for? What is to be achieved by this? What is noticeably different after the transformation? Agility is not a "cure-all" that makes everything work faster and better on an ad-hoc basis and solves all problems, rather the pain points must be clearly identified. We then assess which of these can be addressed through agility and what a desirable target state might look like. Without a clear goal, no transformation can succeed, nor can it be measured whether the transformation was successful.
• You can't plan an agile transformation centrally and then roll it out using an authority. Even an agile transformation is essentially agile, this means user-oriented, iterative and flexibly adjusting to changing framework conditions.

 

Maria Engelmeier: Apart from that, it takes at least one courageous team that is willing to experiment and deal with various concepts, approaches and frameworks of agility on behalf of the organization and adapt them to the specific everyday life of the authority and the processes in the organization in order to develop a kind of roadmap or guideline on how these methods and approaches can be applied in this authority. A transformation team should be implemented that deals with all strategic and operational topics and challenges of agile transformation. This team should have sufficient capacity (preferably fewer people and full-time) to meet the challenges. The third essential item is clear support by the management. If the management level does not back the initiative, this takes the wind out of its sails and slows it down before it has even gained momentum. The understanding for agility and the willingness to rethink processes must exist at management level. The implementing departments should also be prepared to take on more responsibility and establish an agile mindset and culture. 

 

What challenges does an agile transformation in public administration entail?

Katharina Schmitt: It is important to note that an agile transformation is no “one size fits all” solution. Each organization is unique and the specific requirements can vary. A successful agile transformation always requires a gradual implementation of agile practices, trainings, coachings and a continuous check and adjustment of the approach.

The three greatest challenges are:

The cultural change: Like any type of change, agile transformation brings mixed feelings, resistance and fears at the beginning. The key here is to create a desire for improvement. This requires strong advocates within the authority who can inspire the rest of the workforce. Personnel bottlenecks often make it difficult to make rapid progress with an agile transformation.

Changes take time: Many processes in the administration are (still) relatively resistant to change. It often takes time until a new measure has its full effect and the advantages become noticeable. It also takes patience at the side of decision-makers and people familiar with the process to try something and to venture so that potentials can be realized.

Leadership and management: Managers/leaders must redefine their role and move from a controlling to a supportive management approach. It is important to understand that leadership is not being abolished. Even in agile working contexts, teams require leadership and structure – but the type of structure and leadership is different. It does not only require understanding and support of managers but also training and coaching of managers.

How can msg support public authorities in the area of agile transformation and which solutions do we offer?

Maria Engelmeier: As msg, we offer active and strategic assistance. On the one hand, we provide support in the form of experienced agilists with strong methodological skills who help teams to take their first steps and become more confident in agile working. In doing so, we act as examples and companions and create framework conditions that facilitate the start. On the other hand, we provide strategic support and not only see the current challenges, but also know what we should tackle today so that the next step and the one after that are well prepared and will succeed. Together with the authorities, we are taking the next step towards agile transformation. We accompany the team into unknown territory and enable them to remove barriers. As a result, the team grows with its own successes.

Katharina Schmitt: The special thing about msg's support is that we always act as equals with our project partners and, thanks to our experience in agile transformation projects in public administration, we know the challenges and stumbling blocks in practice. We manage the agile transformation as an agile approach consisting of regular feedback loops, training formats to embed agile working methods and the agile culture.