Agile here, agile there, does that have to be? Don't worry, I'll explain to you when agile process management really makes sense and when you better stick to the classic methods.
Goes well, right in the headline the first question mark above my head. Who or what is VUCA? Okay, so let's start right there.
The VUCA world: Why everything has become more complicated
Imagine you're planning a road trip with a map from 1990. It doesn't work anymore, does it? The same goes for our business processes. We live in the VUCA world:
- Volatility or Volatilty: (Instability) Everything is constantly changing
- Usecurity and/or Uncertainty: What happens tomorrow, no one knows so well
- Komplexity or Complexity: Everything is related to everything
- Ambiguity or Ambiguity: The same information is interpreted differently
The classic ‘plan it, do it, check it, act on it’ principle (PDCA cycle) sometimes reaches its limits here. If you're going to make a detailed 12-month plan and have to throw it all over after two months, then you need agility.
What makes agile process management different?
The mindset shift
Agile process management is like playing football instead of running a marathon. In the marathon, you have your final goal in mind and walk towards it in a predetermined distance, so you build up your strategy beforehand and pull it through – done. In football, you adjust your strategy after each pass, possession or duel, depending on where the ball is currently located or has landed.
You may already know the four basic values:
- People in Trials: Your team and communication are more important than perfect processes
- Working results before documentation: It's better to have an MVP (Minimum Viable Product) than a 50-page concept.
- Customer cooperation before contract negotiations: Work with your customers, not just for them
- Respond before planning: Adaptability proposes the perfect plan
The methods at a glance
Design thinking It is perfect for strategic processes with many unknowns. You go through the iterative phases: Understanding → Observing → Defining perspective → Finding ideas → Building prototypes → Testing. Sounds complex, but it's like Lego for adults.
Scrum It brings structure to agility. You work in ‘sprints’ (usually 2-4 weeks), have regular meetings and always deliver a functional sub-product at the end. Your team consists of:
- Process Owner (decides on priorities)
- Process Designer (the expert in process analysis)
- Process Governor (the Scrum Master who pays attention to the rules)
- Process Developer (the development team)
Kanban Visualize your workflow. You can see at a glance: What to do? What is being processed? What's ready? Perfect for continuous improvement.
The ultimate decision maker: When agile, when classic?
The CYNEFIN model: Your navigation system
Imagine you're the captain of a ship. Depending on the water you need different navigation methods:
Simple processes (quiet sea)
- Example: Payroll, invoicing
- pattern: Best practices always work, no surprises
- approach: It's classic! Why reinvent the wheel?
Complicated processes (known but difficult route)
- Example: Implementation of a new software according to a proven pattern
- pattern: Experts know how to do it
- approach: Classic with expert knowledge
Complex processes (unknown waters)
- Example: Product development, digitization projects
- pattern: Emerging practices through experimentation
- approach: Agile! Try, learn, adapt
Chaotic processes (storm on the high seas)
- Example: Crisis management, disruptive market changes
- pattern: New practices need to be developed quickly
- approach: Agile at high speed
The stability test
Ask yourself: ‘Is my process stable or unstable?’
Stable processes are like a well-oiled machine:
- Same input = predictable output
- Few interference factors from the outside
- Routine tasks
→ Classic process management
Unstable processes It's like the weather:
- Constant changes in the framework conditions
- Many unknown variables
- High complexity
→ Agile process management
Practical application examples
Software development: A prime example of agility
Instead of developing in a silent chamber for two years and then publishing a product that nobody wants, you develop in 2-week sprints. Each Sprint delivers new features that customers can test right away. Feedback flows directly into the next sprint.
Why Agile? Customer needs are changing, technologies are evolving, competition is not sleeping.
Marketing campaigns: Flexibility in turbo mode
You are planning a social media campaign. Classically, you would plan everything 3 months in advance. You start agile with a basic idea, test different approaches, measure performance and adjust weekly.
Why Agile? Trends change quickly, algorithms are adapted, current events influence the reach.
HR processes: The best of both worlds
Agile: Recruiting process for new roles (no one knows exactly which skills are important in 6 months) Classical: Payroll (must work correctly and on time every month)
The iPhone example: Hybrid is King
Apple perfectly shows how both go together:
- Agile: Software features are continuously developed and delivered via updates
- Classical: The production of the hardware follows exact, repeatable processes
When You Should Definitely Stay Classic
Safety-critical areas
In medicine, aviation or nuclear energy, there is no scope for ‘fail fast, learn fast’. Here you need waterproof, tested processes.
Regulated industries
Banks, insurance companies and pharmaceutical companies must comply with strict compliance rules. (DORA e.g.) Detailed documentation and comprehensible processes are mandatory here.
Routine operations
Accounting, logistics, production – where efficiency and repeatability are paramount, classic process management is unbeatable.
Stable environments
If your framework rarely changes and you know what works, why change it?
The warning signs: When is something going wrong?
Agile becomes a problem when...
- Teams in endless meetings (meeting-driven development)
- No one knows who is responsible for what
- Everything is constantly changing, but nothing is done
- Documentation is completely neglected (even agile teams need basic docs!)
Classic becomes a problem when...
- Your plans are already after 2 weeks of waste
- Customers complain: “We didn’t want that!”
- The team is frustrated because they are not allowed to make decisions
- Innovation cycles are getting longer
The human factor: Don't forget it!
Humans are not machines. Some love the flexibility of agile methods, others need clear structures to be productive.
Typical resistances:
- “We've always done it this way”
- “Too much ambiguity and chaos”
- "Permanent meetings annoying"
Solutions:
- Step-by-step introduction instead of Big Bang
- Making successes visible quickly
- Offer training and coaching
- Answer the ‘why’ question honestly
Your action plan: How to start correctly
Step 1: inventory
- What processes do you have?
- How stable/unstable are they?
- Where does the shoe press the most?
Step 2: Select pilot project
- Start with a manageable but important process
- Choose a motivated team
- Take care of quick successes
Step 3: Select method
- Kanban for beginners (low entry hurdle)
- Scrum for structured teams
- Design Thinking for Innovative Projects
Step 4: Experimenting and learning
- 3-month test
- Regular retrospectives
- Measure success (define metrics!)
Step 5: scaling
- Transferring successful approaches to other areas
- Developing hybrid models
- Developing culture
Tools that make your life easier
For agile methods:
- Jira or Trello: Kanban Boards and Scrum Management
- Miro or Mural: Digital Whiteboards for Design Thinking
- Slack or Teams: Communication and quick coordination
For classical methods:
- Visio or Lucidchart: Process modelling
- Microsoft Project: Project planning
- SAP or other ERP systems: Map standard processes
For hybrid approaches:
- Process mining tools (Celonis, for example): Analyze What Really Happens
- Workflow platforms: (ProcessMaker e.g.) Low-code solutions for individual processes
The future: Hybrid is the new normal
Forget the black and white thinking! The most successful companies intelligently combine both approaches:
- Classical for the backbone (finance, HR basics, production)
- Agile for innovation and customer interaction
- hybrid Processes that need both
Conclusion: Your take-aways
- There is no universal solution – art is the right choice
- Stability vs. dynamics is your most important decision-making factor
- Take people with you It's more important than the perfect method.
- Start small, but always think big
- Hybrid approaches are often the most practical solution
The VUCA world is a reality, but you don't have to panic. With the right mix of agile and classic methods, you successfully navigate through uncertainty. It is important to: Start, experiment and learn. The perfect process is not created on the drawing board, but through practical experience.
And remember: Agility is not an end in itself. It's about getting better results for your customers and your team. If classical methods can do it better – all the better, keep going!
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