INCREASING ENTERPRISE-LEVEL PREDICTABILITY WITH AGILE

RESISTANCE TO CHANGE

People are resistant to change because they know. They know that what they are being asked to do is incongruent with the operating model they live in. They know it’s incongruent with how they are measured and how they are incentivized.

They don’t know how to change the operating model. They don’t have the ability to change the incentives. They don’t have a clearly defined end state, or a clearly defined path to get there, so they freeze.

We think we have a culture problem, but we really have is a cognitive dissonance problem.

MODELS FOR CHANGE

If you want an Agile culture, what you need is an Agile operating model.

You have to be able to clearly communicate what that operating model looks like and how it’ll work once it’s built.

You have to be able to clearly articulate how you are going to move the organization in.