Scrum Agile Project Management

inhibitors Sabotaging an Agile Transformation

Agile transformations are difficult, and often simply fail. After all, change is usually disruptive. Even an organization that wants to embrace change can see mediocre results. The underlying causes vary from ignorance on how to transform, to full and hostile resistance. This presentation discusses the various causes and the strategies that have been used by outside consultants to overcome (or at least mitigate) this resistance to change, and create meaningful Agile transformations.

Transformation efforts must overcome a myriad of challenges to achieve success. Some of the inhibitors we will discuss include:

  • Executives unaware of the transformation
  • Failure to engage all the necessary parties
  • Individuals losing power with the transformation
  • New roles and disappearing roles
  • Lack of an effective Change Agent
  • Success conservatism
  • Lazy buyers
  • Blame-oriented cultures

For each of these inhibitors, the presenter cites a) situations where this occurred, b) mitigation actions to overcome the inhibitor, and c) the effectiveness of these efforts. The conclusion suggests some best practices that you can use in anticipation of likely inhibitors, including our newest proposal process of only selling complete solutions to clients (not just body-shopping people).

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