Réka Greff, Learning Experience manager at Develor International talks about Agile Portfolio.
What is the VUCA World?
VUCA is an acronym for volatile, uncertain, complex and ambiguous
As many things in the world, it originates in the US army, but nowadays it’s broadly used to describe this ever-changing business environment that we are living in.
To survive and to succeed in this business environment – both as an individual and as a company – you need to adapt a special skill-set, mindset and different routines compared to those ones that you used before.
We at DEVELOR believe in innovation and in the past half a year, we have developed an agile package answering the challenges and requests coming from our clients.
This package contains three different highly-gamified training courses, which support the change of so-called agile mindset for employees and managers of certain companies and also to develop agile leadership skills and routines and also to support those people who would like to manage agile projects maybe in a non-agile environment.
We teach them the most important practices and principles of agile project management.
The Agile Mindset in the VUCA World Course
This course is suited for the companies which have not gone through an agile transformation, maybe do not even plan to do so, but are facing the challenges of the VUCA world and have heard about agile and would like to apply the best practices of the agile methodology.
During this course, the participants are put through a crisis situation – a very gamified situation – where they can practice and experience this VUCA challenge and learn the tools, skills and mindsets which are needed to be successful in the VUCA world.
For the companies which would like to run agile projects, The Agile Project Management Course including the New Cairo simulation would be the best choice.
The Agile Project Management Course
During the New Cairo simulation and during this course, we really take participants through a journey where they can learn the most important agile routines, agile practices and agile methodologies.
For example, we teach them how to use the agile board, the backlog or the burndown chart; they learn what the different agile roles mean, such as the product owner, the agile coach or the different team-member roles and also how to run the routines, such as the retrospective meeting or a planning meeting, for example. They experience and practice it in an in-depth manner.
The Agile Leadership Course
For managers, who would like to be more successful and confident in an agile environment, we offer The Agile Leadership Course, during which they learn how to move from the conventional leadership routines towards a more agile leadership approach.
Frequently asked questions about agile training and agile mindset development
Agile training can help organizations succeed in a VUCA world by developing the mindset, skills and routines people need to adapt to volatility, uncertainty, complexity and ambiguity. In fast-changing business environments, traditional planning and leadership methods may not be enough, because teams often need to respond quickly, learn continuously and make decisions with incomplete information. Agile learning helps employees and managers experience how to work in shorter cycles, prioritize value, collaborate more effectively and adjust their approach based on feedback. This is especially useful for organizations that may not be going through a full agile transformation but still want to apply agile principles in everyday work. For HR and L&D professionals, agile training is a practical way to build adaptability, ownership and resilience across the organization.
Agile mindset training focuses on helping people understand and experience the attitudes needed to work successfully in a changing environment, such as adaptability, openness, experimentation and customer focus. Agile project management training is more practice-oriented and teaches participants how to use agile routines, roles and tools, such as agile boards, backlogs, burndown charts, planning meetings and retrospectives. The two approaches support different needs: mindset training is useful when organizations want to apply agile principles more broadly, while project management training is relevant for teams that need to run agile or semi-agile projects. In DEVELOR’s approach, both can be supported through highly gamified simulations, so participants do not only learn the theory but experience how agile works in practice. For L&D teams, choosing the right format depends on whether the main goal is cultural readiness, project execution or leadership capability.
Gamification is useful in agile learning programs because agile is best understood through experience, experimentation and reflection. When participants are placed in a simulated challenge, they can practice agile behaviours in a safe environment and immediately see the consequences of their decisions. This makes abstract concepts such as VUCA, agile mindset, backlog management or retrospectives more tangible and memorable. Gamified learning also increases engagement, because participants are actively involved instead of passively listening to theory. For HR and L&D professionals, game-based agile training can accelerate behaviour change by helping people feel what agile means before they apply it to real business situations.
Agile leadership training can support managers by helping them move from conventional leadership routines toward a more flexible, empowering and adaptive leadership approach. In agile environments, leaders need to create clarity, support collaboration, remove obstacles and trust teams with more ownership. This requires a mindset shift, because managers may need to let go of excessive control and focus more on enabling performance through guidance, feedback and shared responsibility. Agile leadership development also helps managers understand how to lead people through uncertainty and keep teams focused when priorities change. For organizations, developing agile leadership skills is essential because agile methods can only create real value when leaders actively support the new way of working.
