On June 24th, I had the pleasure to share the stage at Spoor 18 in Mechelen for an Agile Kitchen event organised by iLean. The topic of the night was exploring how Agile principles can thrive outside of traditional software development. Stijn Van Durme, Geneviève Loriaux and myself gave the 50 attendees a view behind the scenes of VRT’s infrastructure team and Barry Callebaut’s manufacturing innovation team, both environments where Scrum is not a perfect fit.
Why ‘Agile Beyond Code’ matters
The aim of the evening was clear: to explore how Agile values and principles can be adapted to non-software contexts. While the most familiar Agile practices are specific to IT, the core values — e.g. collaboration, continuous improvement, embracing uncertainty and responsiveness to change — are universal. The solution lies in differentiating between Agile principles and the context specific practices.
By concentrating on how Agile works in project and portfolio management or by fostering better team dynamics in non-IT environments, we illustrated that these principles can spark innovation, boost team performance, and support organisations in adapting to change—even when coding isn’t involved.
The Barry Callebaut Journey
Stijn Van Durme and I shared the lessons learned as we worked together to accelerate innovation projects within a manufacturing context.
The traditional Scrum and Kanban frameworks didn’t quite fit the nature of the work, so we took a tailored approach, focusing on Agile principles that made sense for such environment. We based ourselves on the Rapid Learning Cycles (RLC) framework. A core element of this model is to manage important decisions in an atypical way.: delay decision-making until the last responsible moment when you have better knowledge to make a better decision. Since wrong decisions are costly, this approach is perfect for managing high levels of uncertainty in the area of technology.
By creating a stage gate funnel, Barry Callebaut was able to streamline their innovation process, maintaining flexibility and managing risks as projects progressed.
Other tools we employed included a playbook to scale innovation across the network and a lightweight skill matrix for the innovation team to ensure smooth operation without constant coaching from me as the Agile Coach. These practical, adaptable strategies allowed Agile to thrive in a unique environment that, on paper, might not seem like a natural fit for Agile methods.
Key Lessons from Barry Callebaut
- Embrace ambiguity and adaptability
- Focus on customer value and continuous improvement
- Use stage gate funnels and Rapid Learning Cycles to drive innovation
Agile at VRT – Building Trust and Transparency
Following the Barry Callebaut example, Geneviève Loriaux shared her experience working with VRT’s infrastructure team. In an environment where the cost of change is high and critical operations are at stake, here as well, implementing Agile presented a whole new set of challenges.
For VRT, some of the standard Agile practices like daily standups and two-week sprints didn’t quite work. VRT’s work wasn’t suited to these timeframes or frequencies. Instead of forcing Agile practices to fit, Geneviève adapted the Agile practices to their unique situation.
Quarterly planning is used to create better focus and alignment of priorities. Additionally, cross-functional teams were created to integrate subject matter experts and project managers, fostering collaboration across departments. One key insight was the need to recognise learning itself as a form of value.
VRT embedded these agile processes in their ways of working. This simplified and unified their processes, creating a more seamless integration of Agile principles into their day-to-day operations.
VRT Takeaways
- Quarterly planning works well in high-stakes environments
- Cross-functional teams foster better collaboration
- Learning is a valuable outcome in itself
World Café
After sharing these stories, we wanted to tap into the collective knowledge of the room, so we hosted a World Café session where attendees could exchange experiences and discuss how Agile principles can be adapted in their unique work environments. The conversations were inspiring, with participants reflecting on questions like:
- What does Agility mean in your context?
- Which standard practices don’t work for you, and how have you adapted?
It was clear that while Agile principles are universal, their application varies widely depending on context. The rich diversity of experiences shared during the World Café confirmed that there’s no one-size-fits-all approach to Agile. The stories we shared show that Agile is as much about mindset as it is about methodology.
Here are a few takeaways that we believe are essential for any organisation looking to embrace Agile beyond the software world:
- Context is key: There’s no one way to implement Agile. Each environment will require its own approach.
- Transformation takes time: Patience and persistence are crucial in making Agile work.
- Good enough is good enough: Don’t aim for perfection—focus on continuous improvement.
- It’s about more than just the work: Cultivating an Agile culture across the entire organisation is essential.
- Agility is a tool, not the goal: Remember that Agile is a means to an end, and that end is delivering impact.
