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Agile-DevSecOps Academy: 40 Ways Agile Transformations Fail

Agile transformation brings a superior combination of highly effective, innovative, and transparent cultures; alongside frameworks, methodologies, and best business/engineering practices to deliver the highest value and achieve the next level of agility in developing and deploying software applications. However, while many transformations are successful, some do fail, and here is why.

Why do Agile Transformations Fail?

Before talking about failures, it is important to understand the difference between Agile adoption and Agile transformation. The adoption is about deploying a chosen framework, business, and technical practices with the benefit of doing Agile. Transformation, on the other hand, is about shifting the entire organization's culture, values/principles, people, business, and technical paradigms towards the next level agility—being Agile.

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Unified Agile-DevOps Transformation Model, Framework and Executable Roadmap for Large Organizations

Abstract

Agile-DevOps transformation and Continuous Delivery became the leading topic and highest priority for senior leadership, stakeholders, teams and customers alike. Agile-DevOps transformation is a fundamental change to the organization's culture, structure, people, and business/technical paradigms towards the next level of agility. It relies on Lean values and principles, and brings the highest level of collaboration, productivity, quality, flexibility and efficiency, cutting-edge technology, and competitive edge to your organization.

While some organizations succeed in their transformations, others fail. Agile-DevOps transformation can be ambiguous, disrupting, misdirecting, and even harmful if executed without the right guidance or led by the wrong people. Transformations primarily fail for two reasons. The first is the lack of a common vision, strategic approach and unified transformation model, framework, and roadmap that inhibits the agreement between change agents, leading to the inability to arrive at a single voice on how to orchestrate and implement change. The other is the agents’ limited knowledge and expertise or a tendency to follow on a previous success path regardless of the organization's uniqueness.