What does agile working mean?
Agile working describes a way of working that focuses on flexibility, self-organization, and iterative processes.
Teams work in short cycles—known as sprints—and regularly review results so they can respond quickly to new requirements.
The focus is on continuous improvement, close cooperation, and alignment with customer needs.
The principles of agile working
The fundamentals of agile working were formulated in the Agile Manifesto (2001) .
It emphasizes four core values:
- Individuals and interactions are more important than processes and tools.
- Working products are more important than comprehensive documentation.
- Collaboration with the customer is more important than contract negotiations.
- Responding to change takes precedence over following a plan.
These values are complemented by twelve principles that promote transparency, feedback cycles, and sustainable development, among other things.
Agile working methods
The best-known agile methods include:
- Scrum: A structured method in which teams work in fixed roles (e.g., product owner, scrum master) and clear processes (daily stand-ups, sprint reviews).
- Kanban: Visualizes tasks on a board (e.g., “To Do,” “In Progress,” “Done”) and promotes continuous workflow.
- Design Thinking: Uses iterative processes for creative problem solving with a strong user focus.
- Lean: The goal is to avoid waste and maximize customer value.
How surveys support agile working
Regular surveys – both within the team and among stakeholders or customers—are an often underestimated but extremely effective tool in an agile context.
They promote transparency, support continuous improvement, and help with team development.
Possible areas of application for surveys in an agile environment:
- Team retrospectives: Anonymous mood surveys or feedback forms provide information about satisfaction, work processes, or obstacles—and create space for honest reflection.
- Sprint reviews: Short surveys on product satisfaction provide important insights into customer perception and product quality.
- Team health checks: Regular surveys on team dynamics, communication, and collaboration help to identify potential tensions at an early stage.
- Stakeholder feedback: Surveys of internal or external interest groups make needs and expectations measurable – a central component of customer-oriented development.
Advantages of agile surveys:
- Real-time mood assessments
- Early identification of problems
- Promotion of psychological safety and participation
- Data-driven decision-making
In short: Surveys help you take the pulse of your team and users—and make agile working measurable and controllable.
Advantages of agile working
- Greater adaptability: Teams can respond quickly to new requirements or market developments.
- Greater employee participation: Self-organized teams experience more personal responsibility and motivation.
- Better customer focus: Early feedback allows products to be tailored more closely to user needs.
- Shorter development times: Regular releases mean that results are visible more quickly.
- Measurable improvement through feedback tools: Surveys allow progress and challenges to be systematically recorded and addressed.
Challenges and prerequisites
Agile working requires a change in thinking – both at the individual and organizational level.
Traditional leadership models must be replaced by servant leadership, and corporate culture must promote openness, trust, and a willingness to learn.
Without these prerequisites—and without genuine participation through feedback loops—agile working can quickly degenerate into mere lip service.
Conclusion
Agile working is more than a method—it is an attitude.
Companies that manage to seriously embed agile principles benefit from greater innovation, employee satisfaction, and competitiveness.
Surveys are a crucial tool in this regard: they make feedback tangible, promote transparency, and enable genuine development at all levels.
The path to agility is challenging, but worthwhile – especially in a world that is constantly changing.
