19
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