Companies are now aware that agility is the only way to survive in challenging market conditions and to stand out from the competition! Thus, one of the most talked about topics in the business world lately is agile innovation.

Agility is not just a simple approach to creative thinking or prototyping. Instead, it is a holistic system developed to overcome more than a dozen barriers to successful innovation. It is also very effective in business processes.

Agile innovation is six times more successful than traditional methods in large, complex projects. The most obvious reason underlying this difference is that employees are more effective in adapting to the job, product or process, having the skills to transform them, and improve their ability to think from different perspectives when together. Teams that work together, develop different ideas and adapt to the process can be more proactive in developing solutions in complex projects.

More and more companies are adopting agile methodologies in the assortment divisions of the organization. Agile approaches create value in areas such as R&D, marketing, operations and company strategy development. In order to achieve growth in today's conditions, it is necessary to be more willing to develop agile approaches.

How Agile Innovation Works

Agile innovation is traditionally applied in software development and IT. However, it should not be limited to these areas. An agile approach is to solve any obstacle quickly and easily by trial. Looking at how it works, the basics are pretty simple: Move faster, learn faster, work smarter!

The company builds and empowers a small, focused, cross-functional, self-directed team to tackle a problem. Employees will not be motivated enough to fully commit to the agile innovation process unless they are encouraged by their leader or someone with initiative. Hence, the initiative must constantly set clear goals for the team and ensure that the team's collective intelligence is reflected in the work.

In order to develop agile approaches in organizations, employees are divided into small modules as teams and priority tasks are given for each group. Each team decides how much work to undertake and how. Begins to create short-term versions of work known as sprints. At this stage, the process is transparent for everyone. Team members hold daily stand-up meetings to review progress and identify obstacles.

Daily stand-up;

I. It is a meeting where team members inform each other about agile innovation activities.

II. The plan created by the team for the next 24 hours is discussed and is limited to 15 minutes.

III. In daily scrum meetings, 3 questions are answered: What did I do yesterday? What will I do today? Is there anything that will prevent me from doing the work I planned?

IV. Daily stand-up improves communication within the team and saves time as it eliminates the need for further meetings.

V. It enables the identification of obstacles to business development and encourages quick decision making.

VI. It increases the knowledge level of the innovation team within the organization.

VII. Daily scrum meetings strengthen the development team's likelihood of achieving the sprint goal.

Daily scrum meetings resolve disagreements in experiential feedback loops, not endless arguments or objections to authority. Tests target-oriented studies with potential customer groups. It tries to brainstorm ways to improve future cycles.

This approach systematically targets common barriers to software projects and other forms of innovation. It allows us to create more strategies, increase cooperation to remove obstacles. It increases customer participation and satisfaction by adapting to the changing priorities of customers. It enables the most valuable products and features to be marketed faster. It minimizes time wasting for meetings, repetitive planning stages, official documentation practices, quality defects and errors in the developed product. It also aims to create happier, more creative, more successful and better educated team members, thereby reducing the workload of employees.

Agile is an integral part of the process in performance metrics, as it relies on feedback loops and full transparency.