Flexible management methodologies have long gone beyond IT. Today, SCRUM and Kanban are being implemented in sales, logistics, procurement and marketing. But they are only effective where they are adapted to a specific business. Everything starts not with a blackboard, but with an analysis of the company's processes and structure.

Analysis - as a starting point

The first step is to break down the current processes and teams. What functions exist in the company? Who makes decisions and how? Where do delays, ambiguities, double work occur? This audit helps to understand which approaches - SCRUM or Kanban - are appropriate for specific departments, and what team roles will need to be introduced.

Team building

Based on the analysis, work teams are formed. It is important to understand: SCRUM assumes a cross-functional team capable of solving tasks autonomously within a sprint. Kanban is suitable where stability and flow control are important (e.g., in procurement or customer service). Teams should be stable, with clear roles and areas of responsibility.

Choice of methodology:
SCRUM or Kanban

SCRUM is an iterative approach: work is done in sprints with planning, daily meetings, result demonstration and retrospective. Kanban is a visualization of current tasks with a focus on reducing workload and identifying bottlenecks. In large organizations, methodologies are often combined: SCRUM in project departments, Kanban in operational departments.

Systemic implementation:
step by step

Analyze processes and roles.
Understand how the company works now and what areas need to be rebuilt.

Build teams. Determine the composition, roles and zone of autonomy.

Training leaders. The business owner, CEO, and department heads are the first ones who should move to Agile.

Setting up boards. Management channels must be clear and unified.

Introducing rhythm. Standups, planning and retrospectives strictly on schedule.

Assigning responsibility.
SCRUM masters and coordinators make sure the methodology is followed and maintain the rhythm.

Evaluation and scaling.
After the pilot, expansion to other teams.

What does the business get?

- Transparency and manageability. All tasks, blockages and deadlines are in plain sight.
- Increased team effectiveness. People understand why they are doing their work.
- Adaptability. Processes can be quickly re-engineered to accommodate change.
- Accountability. Everyone knows what they are responsible for and by what deadline.

Conclusion:
Agile starts with an analysis, not a tool. SCRUM or Kanban methodology will have an effect only when teams are formed consciously and top management works according to the same rules. Systemic implementation and daily rhythm are the real power of agile management.