Experience shows, that sustainable transformational processes can only succeed, when the individual potential of the employees and the interpersonal potential of the organization is activated.
This article shows, what that means and presents a model, how this process can be approached holistically.
When trying to apply the methods that have proven to be successful in software development to the organization as a whole, one quickly encounters limitations. The reason for this is that agile methods are not compatible with every organizational culture. What works well in an IT department may encounter structures and processes in other parts of the organization that collide with agile principles. Examples include traditional purchasing policies, which are often very cumbersome and centralized, or the often equally centralized financial and budget policies, with forecasts that have to be made for the next three (or in some cases four to five) years.
Wouldn’t it be convenient to have a good map, as well as a suitable travel guide and compass, on this long and eventful journey of cultural transformation, with all its unforeseen surprises?