Start small. Be patient. Remain focused. In every Agile transformation, there is a point where the transforming actually commences, and yes, it can be stressful. No matter the amount of work invested in preparation, education, and getting stakeholders on board, once the needle begins moving toward something new, there will be anxiety. When it comes to Agile, taking a deliberate, paced approach to the transformation is preferred for creating a solid foundation for long-term success.

Using an Agile mindset to complete projects or any other kind of work does not need to be a scary proposition. Agile is not the antagonist of a horror movie. Yet, adapting to Agile thinking and bringing Agile practices into the day-to-day norm can strike fear in those within the scope of such a change. Bringing Agile into an organization, therefore, requires strong people-first change management. Through this, Agile can truly be transformative.

One of the core tenets of Agile, a foundational piece upon which the whole concept of Agile is built, is valuing people over processes. Agile practices, however, are perpetually at risk of becoming the implementation of process rather than a lightweight key to unlock the power of an organization’s workforce. This post will shares a story of such an occurrence, looks at what went wrong, and examines how positive outcomes were eventually achieved.

The most challenging and rewarding endeavor of my career has been spearheading and leading an organizational Agile transformation. I ended up applying a practical, common-sense approach to the transformation’s change management that revolved around six pillars vital to the transformation’s success.

With any project, initiative, strategy, etc., connecting the dots to purpose and value are of paramount importance; that is how individuals buy in to find motivation and engagement for their efforts. So, what is the value in an Agile transformation?