Change Management and the 'Agile' approach: the answer to the IT middle manager's woes

Johannesburg, 14 Sep 2015

Middle managers in the IT industry are often torn between a pressing need to deliver optimally, and facilitating change while doing so.

In my research I've found middle managers to be the biggest resistors to change. That said, this group is tasked with having to be accountable for transformational delivery, as well as execution. No mean feat. Middle managers essentially facilitate the transition from traditional approaches to leaner, more effective ones.

So the 'Agile' approach that has been promoted amongst software developers as the godsend of the industry, has come as a double-edged sword. Whilst it promotes efficiency through self-organisation and empowerment; and transparency in terms of keeping the customer (product owner) informed of progress, it still leaves middle managers overwhelmed. To boot, their existing on-the-job demands simply don't allow them the time to be properly trained and coached on the 'Agile' approach.

Change management has become a non-negotiable for optimal business performance in the industry. Therefore, what's needed is a skilful integration of the 'Agile' approach and an effective change management system. It's critical, however, that change management is facilitated in a way that is attuned to the impact of the change on individuals.

At IQ Business we have, over time, garnered the industry-specific expertise that equips us to effectively implement measures like formulating and conveying the business' vision and strategy; and understanding the benefits and urgency for change during 'Agile' adoption. Through these we've helped our clients keep abreast of change, whilst nurturing staff morale and resultant output.