Agile Transformation​

  • Operations
  • Manufacturing
  • Customer Care
  • Human Capital & Talent Management
  • Supply Chain
  • Material Management


Agility means moving strategy, structure, processes, people, and technology toward a new operating model by rebuilding an organization around hundreds of self-steering, high-performing teams supported by a stable backbone. On starting an agile transformation, many organizations emphasize and discuss tribes, squads, chapters, scrums, and DevOps pipelines. However, the people dimension, culture especially, is the most difficult to get right

A growing number of organizations are embracing agility to improve delivery, increase speed, and enhance customer and employee experience. Indeed, in the time of COVID-19, many organizations have accelerated their shift to agile

Transformation challenges

In fact, the challenges of culture change are more than twice as common as the average of the other top five challenges:

  • Transforming the culture and ways of
  • Lack of Leadership and
  • Establishing a clear vision and implementation
  • Insufficient
  • Overcoming technological bottlenecks
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Being Cautious

Playing it safe; it is always acceptable to escalate

Believing Failure is to be avoided at all costs

Loudest Voice Winning

Only listening to big personalities and leaders

Feeling cautious to speak up

Managing and Directing

Telling others how to get things done

Relying on rules to organizes teamwork

My Tasks

Passing to a player not for a player

Prioritizing own deliverables over broader team needs


Owning it

Do what is right

Feeling safe to have a go and experiment

Valuing exery Voice

Actively seeking every perspective

Taking responsibility to speak up

Empowering and Coaching

Trusting others to get things done

Using guidelines and questions to help others solve problems

Team Success

Being deliberately open and transparent

Looking to make others shine


  • Improve Delivery
  • Increase Speed
  • Enhance Customer
  • Experience
  • Develop Leadership & Teams 
  • Reduce Wastage


  • Embracing Agile Mindset
  • Understanding Roles and Responsibilities
  • Agile Coaching
  • introducing Agile Digital Tooling Stack
  • Building Agile Roadmap
  • Embracing the Product Mindset over the Project Mindset

It is making the change personally meaningful to employees. To take change from the organizational to the personal frontier, leaders need to give their people the space and support to define what the agile mindset means to them. This will differ among senior leaders, middle managers, and frontline staff, and have different implications for each. Inviting colleagues to share personal experiences and struggles can build transformational momentum and unlock transformational energy. Even the best-designed culture programs can fail if the surrounding context does not support—or worse, hinders— new mindsets and behaviors. To sustain a new culture, the structures, processes, and technology must be redesigned to support behavioral expectations. To be successful, the desired culture change needs to be hardwired into all elements of the business-as-usual organization as well as the transformation.

Continuous learning and improvement is a core principle of agile working. It applies to agile culture as well. Successful agile transformations have shown the value of monitoring progress, evaluating behavioral change and its impact on performance, and running regular retrospectives to learn from successes and failures. However, measuring behavioral change has traditionally been a challenge.

Culture counts in all organizational transformations; it becomes critical in agile transformations. Organizations can be agile by changing their structure, processes, and technology. But they cannot be agile without changing the way people work and interact daily. Enabling a successful, agile transformation requires a fundamental shift in culture. Lessons from organizations that have successfully made this shift can give.