Thriving in turbulent times: agile development and transparency

In a time of global economic uncertainty and turmoil within the tech industry, leaders must dare to let go of their need for control and be more transparent about their challenges, says Erica Gavefalk, a senior IT consultant at Mpya Digital.

Erica Gavefalk, senior IT consultant at Mpya Digital.

With staff and budget cuts, decreased demand, and strategic reevaluations, the Swedish tech industry remains in a state of unrest. Erica Gavefalk, who has experience leading development teams and business-critical projects, emphasizes the importance of agile working methods.

"When the situation is tight, it’s even more important to be agile and experiment with multiple parallel projects – starting small and learning quickly."

By breaking down large projects into small, manageable parts, teams can deliver continuous business value and quickly adapt to new demands. Gavefalk adds:

"Often, the opposite happens: In turbulent times, management wants more control to avoid further financial loss, which results in reverting to the Waterfall model."

A lack of trust in agile processes also leads to slow decision-making, as there is uncertainty about making mistakes. To act quickly, one must have the courage to make decisions despite uncertainty about the outcome.

Comfort in uncertainty

It’s challenging for the entire organization to trust the process. Management wants to maximize the chances that the company’s focus will yield results.

Agile work methods is not something you do; it’s something you are, Gavefalk explains:

"My primary task as a leader is to create the right conditions for the team’s delivery. The difficult part is daring to step back and trust that they will make good decisions."

Gavefalk believes that it’s important to learn to feel comfortable working with the unknown. When decisions about cuts or new requirements reach the teams, it’s essential to work with an understanding of the situation.

"By being open and honest with employees about goals, challenges, and strategies, leaders can foster inclusion and engagement. Transparency enables a culture where employees feel free to share their thoughts, ideas, and concerns, which promotes problem-solving."

Agile work requires high transparency

There is a lot of talk about transparency, but management and employees often have different perceptions of it. Balancing openness with the handling of sensitive business strategies can feel difficult. Gavefalk mainly refers to the importance of being in the same boat as your employees and sharing to create security.

"As a leader, I might not be able to be 100 percent transparent about everything that’s going on, but I can be transparent about just that."

Too much information without context leads to confusion and uncertainty. These discussions require time and commitment from management, but they are necessary for teams to work on solutions moving forward.

"As a leader, I can ensure that we gather, talk to each other, and address the tough issues that are causing discomfort. It’s about allowing room for worries, not trying to shield employees from them."

According to Gavefalk, the challenges with transparency often stem from inexperience. Management wants to control the narrative and show strength by taking a firm stance.

"It’s uncomfortable to be transparent about challenges because, as a leader, you must be vulnerable in that. We want to avoid it because it’s extremely difficult for us as humans. But if a team is going to work agilely and be truly autonomous, management must dare a little more," Gavefalk concludes.