Don't sell Agile. Find out what their goals are, and the challenges involved in meeting those goals, and make the discussion about meeting those challenges. If Agile is a part of that (and it probably is), then great. But sell outcomes, not methodologies

Please don't. Selling agile never have done any good. Meet people where they are, listen to what they have to say and try to be useful. I rememeber a case when my friend who was a manager, went to his boss and said "Let's do agile transformation". Boss told that agile is for software development and why don't we continue "our way". After a while my friend came and told "You were right..." "...We have very specific challenges and those require prompt change of priority and quick experiments." Then he explained a proposal and used noone of the agile terminology. Received support from the boss and is still runing his "experiments". Sometimes this is the way.

Don't try to sell it. If you push, you're more likely to get resistance. I remember my first day as the Head of Business Agility at an organisation; meeting the C-suite individually. One of the executive came in, sat down, crossed their arms, and said "ok, so sell me this Agile thing"! I said, "Let's not go there. Instead tell me about your world. What's working? What's not working? What are your biggest challenges? We'll see whether there's anything we can do to help with that. If not, I'll not darken your door". It took a while, and while they never became a champion, they did recognise the value that agile ways of working had for them, and ended up being pretty pragmatic about it all. I classed that as a success.

Agile helps us respond quickly to changes or new insights, which is crucial in our fast-paced environment. Plus, because we’re delivering in smaller chunks, we get regular feedback, which helps ensure we’re on the right track and meeting customer needs

To effectively sell agile to senior management, it's crucial to first understand their goals and concerns. Senior leaders are typically focused on strategic objectives such as improving efficiency, reducing costs, increasing customer satisfaction, and driving innovation. They may also have concerns about the risks and disruptions that come with adopting new methodologies. By taking the time to understand what matters most to them, you can tailor your message to align agile principles with their priorities. A useful tip is to schedule one-on-one meetings with key stakeholders to discuss their specific goals and apprehensions in detail.

There are several key benefits of using Agile methodologies in project management and software development, including improved flexibility and adaptability, increased user satisfaction, enhanced quality, better risk management, improved project visibility and transparency, higher employee morale, faster time to market, efficient use of resources, continuous improvement, and better product alignment. By incorporating these principles, Agile methodologies help teams deliver better products more efficiently, with greater client satisfaction and higher employee engagement.

If you want to convince senior stakeholders about the value of agile then don’t talk to them about agile, they won’t be interested. Talk to them about building high quality products that delight customers, that increase revenues, that are delivered rapidly, responding to user needs. Talk to them more about revenue, about increasing market share, about reduced staff turnover due to increased employee satisfaction. Talk to them about the things they are interested in, not necessarily the things you want to tell them.

Once you have a clear understanding of their goals and concerns, the next step is to demonstrate the benefits of agile in a way that resonates with senior management. Highlight how agile methodologies can directly contribute to achieving their strategic objectives. Use real-world examples and case studies that show tangible improvements in efficiency, customer satisfaction, and innovation from organizations that have successfully adopted agile. Quantify the benefits whenever possible, such as reduced time-to-market, increased productivity, and enhanced flexibility in responding to market changes. A practical tip is to prepare a detailed presentation with data-driven evidence to support your claims.

Agile methodology, primarily born in the software development industry, has gained universal appeal for its dynamic, efficient, and user-centric approach. Its benefits are manifold, fostering a culture of collaboration, flexibility, and rapid delivery. Here is a concise demonstration of its key advantages: - Enhanced flexibility - Increased product quality - Improved customer satisfaction - Faster time to market - Better risk management - Enhanced team morale - Efficient use of resources - Continuous improvement In conclusion, Agile is much more than a methodology; it's a mindset that emphasizes communication, collaboration, flexibility, and continuous improvement.

Agile isn't just about adopting new processes; it's about delivering tangible value. 🌟 For example, when a company like Spotify embraced agile, they saw a significant reduction in time-to-market for new features, which directly boosted customer satisfaction and engagement. 🎧 Similarly, ING Bank's agile transformation led to a 40% increase in productivity and a 35% reduction in costs. 💼 Agile methodologies can truly revolutionize your business by enhancing innovation, improving quality, and reducing risks, giving you a competitive edge in the market. 🚀

It is useful to distinguish between different types of work - complex, complicated or easy. The Cynefin model helps to explain and understand this. For easy tasks, there is no need to use Agile frameworks. Processes and process improvement work well. On the other end are complex projects where SCRUM provides a great framework. Being selective where to start using AGILE is a good option. It can also help to use a pilot project, starting with a team which is either motivated or under pressure to change - and afterwards celebrate success. External coaches are helpful - I'd suggest to senior management not to rely solely on internal resource. Successful implementation pays off in client satisfaction, staff satisfaction and lower cost.

Senior management may have common objections to adopting agile, such as fears of losing control, concerns about the cost of training, and skepticism about its applicability to large projects. Be prepared to address these objections head-on. Explain how agile frameworks can provide greater visibility and control through regular reviews and transparent processes. Discuss the long-term cost savings and ROI of agile, emphasizing that initial investments in training and process changes can lead to significant gains in efficiency and quality. A tip is to use testimonials from other companies or industry experts to reinforce your arguments and provide additional credibility.

Senior leadership and management will have concerns and, you need to be prepared to address them Some common objections are Lack of Upfront Planning and Control - Explain that agile provides a flexible framework that allows teams to adapt to changing requirements while maintaining control through regular feedback and adjustments. Prioritization ensure focus on high-value features Unrealistic Deadlines in Sprints - Sprints are designed to be achievable. Team involvement in sprint planning ensures realistic goals. Agile is too expensive and time-consuming to implement - Illustrate that agile focuses on delivering value early and often, which lead to cost savings. Discuss how prioritizing work based on business value improve efficiency

White selling may not the best word to describe, still if you are leading an Agile tranformation you should convince and make feel them safe at least key people to get their support. In my experience, starting from your first day, most of the C level leaders wants to meet you and explain you the goals of the company plus their criticizes about the operation. Having this information I will try to show them how we can reach their goals and fix their problems using agile methodologies. I mostly do this with an half an hour presentation which ends with the logos of big companies using agile with a slogan "Agile is not a magic stick that fixes everything, but it makes everything more visible."

Competitive Advantage is a core driver here. Position agile as a strategic enabler for gaining a competitive edge in the market, allowing the organization to deliver value faster and more effectively than competitors as you address their biases against agile methodologies and it's breath of application..

Involving senior management in the agile journey is essential for gaining their support. Invite them to participate in agile training sessions, workshops, and pilot projects. Encourage them to experience agile ceremonies such as sprint reviews and retrospectives to see the benefits firsthand. By actively involving them, you help build their understanding and buy-in. Additionally, their participation can provide valuable insights and feedback that can refine the agile implementation process. A useful tip is to designate an agile champion among senior management who can advocate for the methodology and help drive the adoption process.

I remember when we adopted agile in one of my previous companies. CEO was in many of our events and actively supported the transformation. He was all-in. I think if it was the other way, you couldn’t really expect a successful change.

When we adopted the Agile way of working senior managment was involved from the start. Whether it was preparation of Business case, Customer identification, Customer feedback session, Vision defintion, Roadmap definition and Development team agile ceremonies. By being their Senior management clearly showed to the team that our Organisation totally embrace new way of working and support this transformation in essence.

I think this is where story telling helps make for a senior management walkthrough via success stories. Share case studies or success stories of organizations that have successfully adopted agile, showcasing tangible results and business impact.

Never try to sell agile to anyone, sell them a solution of the problem they are facing. Agile is not a thing to sell but a mindset to adopt.

Lo que más sirve es no hablar de Agilidad, es un tema que no es relevante para ellos, un directivo en términos generales busca: mejorar eficiencia, mejorar ROI y no dejar heridos en el camino, o la menor cantidad de ellos (en el mejor de los casos). En ese sentido, la agilidad es una excelente forma para mejorar la eficiencia (time to market, predictibilidad), generación de valor y bienestar para los equipos de trabajo. Abordando estos temas de interés y generando victorias tempranas y expandiendo, se lograrán cambios y compromiso de ellos.

Don't "sell" anything. Allow for the executive to stay in the place in which they are, and meet them there to take a journey together. Simply put, be congruent: use practices that you teach/coach.