For staff working in ICT and Library Services, a major change is on the horizon. Over the coming months, teams across the Information pillar (I-pillar) will change their way of working to agile. But what exactly does that mean? And what difference will students and other Radboud University staff notice? Mauritz Kleyn, agile coach at Radboud University, explains. ‘This approach will make our services more predictable.’
Agile working: ‘The new heartbeat of the I-pillar
What do agile working and a gannet have in common? ‘More than you might think,’ says Mauritz, who often opens his presentations with a photograph of this large seabird. ‘A gannet is naturally agile. It glides effortlessly through the air, dives into the sea to catch fish, and continuously adapts to its surroundings. That adaptability is just as essential for organisations. The world is changing rapidly. As a university, we need to respond to those changes without simply following every passing trend.’
Agile working provides a framework for dealing with change while maintaining direction and control, Mauritz explains. ‘Large initiatives are broken down into smaller steps that deliver tangible results more quickly. By gathering feedback at an earlier stage, we can make adjustments sooner and better meet the needs of our end users: our students and staff. This helps us remain relevant while accelerating the cycle of learning and continuous improvement.’
From the production line to agile working
Mauritz explains that agile working has its roots in the production-line approach developed at Toyota. ‘One employee was responsible for fitting door handles, another for wing mirrors. Toyota wanted employees to take greater ownership of the finished product. This gave rise to a way of working centred on continuous improvement and collaboration: Agile. Many IT organisations adopted this approach, and Radboud University can benefit from the lessons they have learned.’
The move towards agile working follows an analysis of the current challenges within the Information pillar. This revealed that digital products were regularly delivered later than planned, stakeholders were not always sufficiently involved, and the final results did not consistently meet expectations. ‘It is essential to stay in close contact with end users throughout the process. Agile provides a structure that helps us do exactly that.’
Greater consistency
The objective is not simply to work faster for the sake of speed. ‘Creating value through our services is what matters most,’ Mauritz emphasises. ‘By breaking large change initiatives into smaller steps, we can continually assess whether we are still focusing on the right priorities.’
For staff and students, the biggest difference will be reflected in the services they receive. ‘Across the Information pillar, we are creating a more transparent and consistent way of working. Agile follows a clear and predictable rhythm. It creates a new heartbeat for the way we work and gives us a shared language. As a result, our services become more predictable and our products better reflect the needs of our users.’ Mauritz also expects staff and students to be invited more frequently to contribute their ideas during quarterly review sessions. ‘Their input helps us set the right priorities.’
According to Mauritz, agile extends well beyond IT departments. The approach is equally applicable within the University Library (UB). ‘Take the Modern Collections helpdesk, for example. The team is responsible for keeping collections up to date and acquiring new books. Through an agile coaching programme, colleagues gained a much better understanding of each other's work. Making everyone's activities more visible has increased mutual understanding. That makes the work more enjoyable, easier to plan, and helps reduce workload and risks.’
Speaking the same language
The transition to agile working is being introduced across the I-pillar in phases. ‘A total of 27 teams across four domains will make the transition in stages up to and including the second quarter of 2027,’ Mauritz explains. ‘Three agile coaches are supporting the teams through three separate waves. Some teams already have experience with agile working, while others are completely new to it. That is why every team receives tailored coaching.’ Throughout the transition, day-to-day services will continue as normal. ‘Anyone who needs help with logging in or is experiencing a technical issue can continue to rely on our ICT and Library Services colleagues.’
According to Mauritz, the biggest challenge is not the technology but the people. ‘We hope everyone will embrace this way of working and learn to speak the same language. That is why we are investing in coaching, presentations and ongoing conversations. Agile is not just about processes; above all, it is about collaboration.’ In his role as Agile Coach, Mauritz is highly motivated. ‘I enjoy creating something meaningful together. Agile helps teams prioritise their work and actually complete it. It encourages collaboration and keeps everyone focused on delivering value for the end user.’
So, when will the transition to agile working be considered a success? Mauritz concludes: ‘When teams collaborate more effectively, understand what each other is working on, and enjoy their work more as a result. But ultimately, the real measure of success is whether university staff, students, lecturers and researchers feel understood by the I-pillar, and whether their questions lead to solutions that genuinely meet their needs. Only then will we have truly delivered value.’
Contact information
- Organizational unit
- Information & Library Services
- About person
- D.H.M. Kleyn (Mauritz)