Agile Transformation

The world is no longer predictable, and tomorrow is rarely like today. We must deal with a complex reality in which technology is increasingly more mature than we are as users. There is an increasing need for faster time to market, and planning horizons are thus becoming shorter.


Some organisations are keeping up, while others are equipped for the past. Those that are doing well today typically see the value of building agile organisations, which is to say organisations that want to learn and that have mastered constant change.

Why agile organisations succeed

A key characteristic of agile organisations is that authority and responsibility are delegated throughout the organisation, often through self-organised, cross-functional and autonomous teams.

Using a project structure to organise work tasks has been replaced by DevOps teams, lean and kanban, as well as other agile variants. This makes organisations better prepared for continual optimisation and provides more frequent feedback and assessments from users and customers. It makes it possible to change course based on signals from the market. It also provides a strong basis for innovation.

Being agile is not a goal in itself; it is a way of working towards commercial objectives over both the short and the long term.

Transparency is important at agile organisations as a way of creating trust and local ownership of the organisation’s objectives. It also enables managers to increasingly be coaches, as well as providers of vision and direction, without the need for micro-management. This is also the way towards making work better for everyone!

How to make your organisation agile

So, can all organisations become agile? Yes. But there is no single recipe suitable for all organisations, and individual adaptations will be required.

Itera has an active team of experts in agile coaching, and we provide team coaching, as well as coaching and change management at the company-wide level.

We are dedicated to working with organisations on their journey to becoming agile. This happens through experimentation and trial and error on the basis of an underlying hypothesis. On such journeys, we use various coaching techniques to make the process smoother. We often say that we facilitate and set up the container, but organisations themselves have to provide the contents.