Study: Agile Performer Index 2 | Page 19

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An agile transformation is initiated by strategic decisions at the senior management level. However, the organization is not properly agile until agile practice has been introduced along every dimension, from a loosening of rigid hierarchical control to iterative working methods in product development.

Therefore, the transformation towards agility cannot be viewed as a one-off, top-down initiative. The organization’s management is not only responsible for selecting the most effective transformation program but must also ensure that the steps will resonate with the company’s employees in order to guarantee their support for a successful and holistic change. However, the 2019 results also indicate that the prerequisites for mastering this kind of change are still not ideal in all organizations.

BARRIERS TO AGILITY TRANSFORMATION (consent in %)

Middle management resistance

79

67

7267

74

76

86

79

68867

Lack of top management support

Employees' inability to handle new freedom

Poor people management skills

Poor functional skills (e.g. method application)

Different management styles

65

56

53

70

62

68