Agile transformation – How do innovations and cultural change succeed in small steps?

For digitization, the ability to innovate, flexibility, self-organization and customer-centricity are becoming key factors. How can companies and organizations create the necessary conditions for this so that people and the environment also benefit from digititalization?

Digitization, Innovation and Cultural Change in Small Steps.

Agile transformation means implementing the higher business agility required for digitization in small steps. The type, prioritization and order of the steps does not follow an external concept or standardized method, but is based on the specific conditions, challenges and company goals. Compared to traditional change management, the agile approach enables us to achieve greater acceptance at the operational level and greater flexibility and ability to react quickly and correctly to unforeseeable events. Due to the complexity and long-term nature of agile transformation, it is expedient to understand agile transformation as a management task and to anchor this in the minds of all stakeholders. Agile transformation management is not an isolated task of top management, but is aimed at all managers and employees who play a responsible role in agile transformation. Comparable to marketing and sales, where there are also several product, account and key account managers, agile transformation opens up new career opportunities for agile transformation managers. Their task, however, is not to introduce standard agile methods into agile cells of the company, but to consider transformation, digitization and innovation holistically and company-wide and to shape them co-creatively with all stakeholders.

The agile transformation graphic created by Agility Work shows three levels of transformation:

  1. Eight dimensions of agile transformation management
  2. The transition from the status quo to an agile organization
  3. The format for agile transformation: UseCase Innovation


[please see graphic on the German page]


The most important element is that all contents of the fields only ever represent a snapshot of the current perception and can change at any time due to new findings and conditions. To what extent the dimensions change themselves in the course of the transformation cannot be clearly answered from today’s perspective. It seems important to us that all stakeholders and decision-makers have a common understanding of the most important areas and are able to present their commitment on a target image. The graphics enable the teams to make operational decisions within a strategic framework and to align themselves with other teams.

The graphic is available in PPT format on request, so that an Agile Transformation Management can be created specifically for the company and changes can be carried out and communicated at any time.

Agile Transformation for Digitization, Innovation and Cultural Change

Transformation is something fundamentally new. The transition from the industrial age to the digital age requires that previous basic assumptions and convictions be questioned and that processes and solutions be redesigned. The digital transformation of companies is complex and often affects all areas of the organization. In view of the high risk that projects will not achieve their goals or even fail completely, choosing the right change management approach is crucial. An agile approach is the key to success.


In our experience, the probability that transformation projects fail is the sum of the following conditions:

  • No specific experience or expertise
  • Low stakeholder participation in decision-making and conception
  • Different priorities, purposes and benefits of the stakeholders
  • Traditional approach (change management) meets immediately changed customer requirements and new conditions
  • Lack of co-creation with customers, experts and partners

Questions About Agile Transformation

  1. How important is the project compared to previous (change) projects?
  2. How challenging is the project compared to the experiences with similar projects?
  3. What are the costs and consequences if the digital transformation does not deliver the desired results?
  4. How can we significantly increase the chances that all stakeholders fully support the goals of digitization and fully contribute?
  5. Which procedures and tools are particularly suitable for the conditions and goals for our company?


We look forward to an exchange of experiences on the subject of agile transformation.

Klaus Schein

Phone: +49 3334 4918250