The document outlines the key differences between adoption and transformation when implementing agile practices in an organization. It discusses a case study of an unsuccessful transformation at a healthcare company where agile was implemented without buy-in from leadership and a focus on practices over principles. In contrast, a successful transformation at an insurance company is described where agile adoption provided a foundation and transformation was driven by a strategic plan, training, and a focus on changing mindsets across the organization. The document concludes with key takeaways around the importance of leadership driving transformation, focusing on culture and values over practices, and taking a long-term, systemic approach to change.

1. THE ELEPHANT CAN DANCE
Sunil Mundra
Principal Consultant

2. • What Is Agile Transformation
• Case Study: Not Successful
Transformation
• Case Study: Successful Transformation
• Key Takeaways
• Q&A
OUTLINE

3. • Adoption
• Transformation
• Change
WHAT IS THE DIFFERENCE?

4. 4
ADOPTION VS. TRANSFORMATION
Adoption Transformation
Emphasis on Practices Emphasis on Values and
Principles
Typically covers a part of the
Organization
Covers the entire Organization
Focus is on ‘What You Do’ Focus is on ‘Who You Are’
Level of Disruption is relatively
Low
Level of Disruption Is
relatively High
Limited Impact on Business
Outcomes
Maximum Impact on Business
Outcomes

5. 5
CHANGE VS. TRANSFORMATION
Change Transformation
Subscribes to Vision Prescribes Vision
Fixes the Past and Current Creates the Future
Driven by Tactics Driven by Strategy
Focus on Methods & Processes Focus on Mindsets and Beliefs
External Influence is High External Influence is Minimal

6. NOT SUCCESSFUL TRANSFORMATION

7. § Health Care division of a Global Engineering
Conglomerate, dealing in Medical Imaging Product
§ Product created initially with small hospitals as target.
§ Strategy modified to cater to large hospitals as well
§ Senior Management Mindset oriented towards
traditional engineering
§ Development Team was offshore
ORG. CONTEXT

8. § Challenges, post change in Strategy
§ ‘Flood’ of new requirements
§ Large and Unprioritized Backlog
§ Delivery not aligned with Business needs, therefore
Business unable to keep up with competition
§ Excessive focus on speed of delivery resulted in
high tech debt and therefore poor quality
§ Vicious circle of Unhappy Business and
Demotivated IT
ORG. CONTEXT

9. § Inadequate Buy-in by Leadership
§ Poor Collaboration between Business and IT
§ Local Optimization
§ Lack of Engineering Practices
§ Focus on merely ‘Doing’ Agile, and not on
‘Being’ Agile
TRANSFORMATION CHALLENGES

10. SUCCESSFUL TRANSFORMATION

11. § Insurance division of a large financial conglomerate
§ Acquired another company twice it’s size
§ Business started breaking down due to
§ Misalignment between Products
§ Disconnect in IT Applications
§ Differences in Culture
§ A ‘Courageous Leader’ launches Agile Transformation
§ Transformation Period: Approx. 5 years
ORG. CONTEXT

12. SUCCESS FACTORS
Solid Foundation Through Agile
Adoption
• Business and IT Collaboration
• Engineering Practices
• Culture of Learning and Continuous
Improvement

13. SUCCESS FACTORS
Transformation Strategy
• Envision Target State and identify
gaps with Current State
• Define the Scaling Approach
• Create Internal Champions

14. SUCCESS FACTORS
Facilitating Change
• Create Shared Vision jointly
• Provide extensive Training and
Coaching
• Relentless Focus on Mindset Change

15. SUCCESS FACTORS
Encourage Right Behaviours
• Align KPIs
• Accountability at Team level
• Focus on Intrinsic Motivators

16. SUCCESS FACTORS
Org. Level Changes
• HR Policies
• Transition Middle Managers
• Agile Friendly Infrastructure

17. KEY TAKEAWAYS

18. KEY TAKEAWAYS
• Leaders Must Transform First
• Focus on ‘Being’Agile
• It’s a Long and Tough journey. Be
Patient and Persistent
• Introduce Change Management
ASAP
• Adopt Systems Thinking
Approach

19. TO CONCLUDE…..

20. THANK YOU

21. QUESTIONS?
sunilrm@thoughtworks.com
www.linkedin.com/in/sunilmundra
@sunil_mundra