This situation is more common than we might think, especially as organizations chase the trend of « being agile. »
The benefits of agility are well-known, and many successful organizations have demonstrated the advantages of an agile approach over the past few decades.
Guides on « how to become agile » are plentiful, with numerous frameworks and training programs available in almost any format you can imagine. Nearly every organization has attempted, at least in some small way, to initiate changes in hopes of reaping the benefits of agility, such as:
– Faster time to market
– Increased employee engagement
– Improved delivery quality
– Enhanced productivity
Results are not always as expected
While many organizations achieve short-term gains from adopting an agile approach, even more have failed in their agile transformation. Some have struggled for years to effectively deliver their strategic roadmaps despite significant investments in their agile initiatives. These organizations sometimes end up derailing projects or making decisions that go against their own strategy.
But how, and why, does this happen?
No single framework can fully accommodate the unique characteristics of each organization
Agile transformation is not a simple change; it’s a complex process that, when it fails, can lead to slower productivity and decisions that fall short of expectations. The sheer volume of work required to transform an organization’s processes is enormous. This workload is often hidden behind the illusion that agility is easy to achieve.
One reason for this challenge is that no single framework can fully accommodate the unique characteristics of each organization. Every organization has its own values, strategic positioning, and development plans—these are the elements that define its value in the market.
No single framework can fully accommodate the unique characteristics of each organization
The second reason relates to the fact that agility creates an environment where change is both possible and positive. However, this requires alignment among all parties involved—those who implement, those who use, and those who benefit. Achieving true end-to-end alignment is challenging without a fully successful transformation. When change is introduced without this alignment, the risk of damage is high
When business and devilery team’s don’t share the same maturity level
The third reason is the asynchronous development of maturity between teams. If delivery team is agile but the organizational culture is not, this misalignment can lead to project failure.
Digital transformation demands significant organizational changes, which must be managed using a tailored approach that considers the specific characteristics of the organization.
