Agile Transformation

Organizational coaching

When looking to scale organizational agility, the people in your organization need to own their new way of working. For that to happen, they will have to create their own process that works in their specific context. When people create their process, they will learn what works for them, and then a new culture ‘the way we do things here’ will emerge. We use the Emergent Innovation in our transformation work. It is an iterative approach and consists of activities, practices, rules, and principles that we discovered during our years guiding Agile adoptions. The Emergent Innovation framework is used to:

  • Create an innovative environment where the people discover and implement the needed changes themselves.
  • Lead the adoption by realizing organizational redesign where necessary.
  • Have a structured way to plan and measure the progress of the adoption

A brief overview of the approach can be found in our paper Leadership for Emergent Innovation. An extensive and complete discussion can be found in Cesario Ramos’s book EMERGENT – Lean & Agile Adoption for an innovative workplace.

Agile adoption canvas

Organizations pursue agility to improve their ability to adapt to changing market conditions. The agile way of doing that is to learn faster than your competitors. Achieving this at the organization level requires the organization to have a design that is optimized for learning fast and adapting to change. We use the Agile adoption canvas to discuss and plan an Agile adoption. The canvas consists of six building blocks that address the essential aspects of your adoption. Every building block has a goal and comes with a set of questions to guide you in reaching your goals. You can find more information about the canvas at Agile Adoption Canvas.  

Agile transformation references


Related interviews and conference talks

Related blog posts

LeSS keynote Cesario Ramos

ING – Our Journey towards scaling Agile

26 September 2019

On September 12 2019, we ( Nadine, Joris, Vaishal and Cesario ) provided the keynote at the LeSS conference in Munich. We shared the story about how we improved the Spotify inspired ING model with LeSS. My friend Rowan Bunning was present at the keynote and wrote a super nice summary of the talk. You […]

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Why Isn’t Your Current Approach to Scaling Agile Working?

31 March 2019

The paper ‘Why Isn’t Your Current Approach to Scaling Agile Working?” written by Cesario Ramos co-authors with Kurt Bittner was recently published on InfoQ. Having trouble scaling your agility? You’re not alone; even organizations who have agile success in isolated pockets have trouble scaling that agility to the broader organization. The challenges express themselves in […]

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Agile Adoption Canvas

17 June 2016

In this little blog I want to share a simple canvas that I use to kick-off agile adoption and answer the following questions: How to co-create an Agile adoption plan with clients? How to get started with an Agile adoption? How to ensure progress during the adoption? Where to start A way to start an adoption is […]

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Common Mistakes when Scaling Scrum

7 June 2016

These days scaling Scrum is a hot topic. How can I use Scrum to deliver a big product with multiple teams? The most common approach I see at my customers is scaling Scrum by adding more Scrum teams with a Product Owner and Scrum Master per team. Scaling using Copy-Paste Scaling is about increasing in […]

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Do not provide the answer before knowing the question

22 February 2017

I was talking to a company that is implementing the Spotify model and needed some help. They wanted to know the difference between LeSS and their Spotify model. We first discussed what LeSS is. I told them that LeSS is an organisational design that optimises for shortest lead time, flexibility and learning. What single team Scrum does […]

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Defining Your Product for a LeSS Adoption

29 September 2018

In this blog I talk about how you could deal with the challenges of defining your product in a LeSS adoption. Why do you need to define your product? In a LeSS adoption you need to have a product definition, because your product definition determines what organisational elements (people; components; processes and systems) will be […]

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Case studies

Large Dutch Bank |Our Journey Towards Agility at Scale


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