Agile transformation: Salvation or disaster?

Agile transformation has been frequently used term in many large companies over the last few years. Let me admit straight from the start that I am not an agile coach nor certified expert. Hence this article is more of a representation of views of a person who is often in the epicentre of these changes.

Saying the term “agile” out loud creates lots of emotions. Some of them are full of hope and expectations while others are fear and hesitation. 

The majority of clients believe, that the agile approach to solve problems and challenges are the right path for the future. The common problem is tough to convince about it every single member of the company. 

Agility isn’t just about the systematic change at work, organizing people and responsibilities. The key factor here is to realize that the foundation of the agile transformation is to change one’s way of thinking and completely change their approach to work. 

Most of our clients were or still are very much process orientated. I dare to say a bold statement that agility does not like processes… What are the main principles of agility then?

Readiness for change

Agile transformation is supposed to prepare the society for the time when the customers’ mood and the product development dynamically change and organizations in order to keep their positions in the market will have to adjust very quickly. Not all, but most of the companies have lost their ability to determine the trend and the market is starting to dynamically dictate itself. 


It is important to realize, that one the tasks of agile organization is the ability to incorporate customer’s opinions into the development of products and services that the company offers.  At the beginning of any change proposal there should be data that derives from customers’ experience. An agile organization should not then have any room to innovate from the office desk or not at least when we want to use the full potential of the organized change.

But why do I say that? The goal of agile transformation is to help organizations with adjustment to the two trends mentioned above in the corporate world. To proclaim, that agile management is better organizational form than for example “waterfall” or other process orientated organizations or even family business, I see as a big mistake. It is not like that. Every principle and approach have its own weaknesses and strengths, benefits and disadvantages.

That’s why it is so important to precisely communicate what is expected from the change and what are we willing to do for it. If the people around you see your awareness of all the potential risks, that you have thought this through, you are more likely to gain their trust and thus they will follow you. That’s essential!

This topic could quite easily be spread over a few series, therefore feel free please to provide feedback and share with me your perception of this issue.

I’d like to share a link, that’s from my point of view, an interesting article considering this matter.

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