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Nowadays, business agility and agile transformation more than just buzzwords. During our virtual panel discussion, we discussed with leaders of successfully transformed organizations how they experienced their agile journey, the successes they celebrated and the challenges they conquered along the way.

If you missed the webinar, we invite you to watch the recording to help you stay informed on the latest developments. If you have any further questions or comments, don’t hesitate to reach out to the relevant experts listed below.

Don’t forget to also take a look at our Services pages, where we’ve gathered the latest insights and information on how we can help you along your Agile Journey. 

Key takeaways from the KPMG panel on Agile Transformation

Agile is not the purpose in itself

Companies that go for Agile Transformations are not doing it for the sake of implementing new methodologies or approaches. They are doing it in order to address accelerated market changes more quickly and to be more customer centric. New, naturally digitally-born players are entering the market, some which pose direct or indirect competition. Without any legacy baggage, their operating models are very agile. To keep up with such competition and ever-changing customer needs, in a market that is also changing fast, going agile is the only way forward for companies. 

Agile is not the game of IT  

Agile transformation is not a new methodology to deliver IT projects. It is effectively a corporate cultural shift. The journey might start within IT but cannot be successful unless agile principles are adopted across the entire organization. There is a history of successful agile implementation outside of IT, not only within HR or Marketing that are cross functional by nature, but also within operations that may seem more traditional in their way of working. Experience shows the same excellent results in non-digital deliveries, such as an accelerated route to market or customer satisfaction. Some of the reasons for success include much better collaboration between internal or external business stakeholders across the value chain ecosystem.  

Agile journeys are not about saving money

The key reason for adopting agile ways of working for most companies is to meet customer demands quickly and to equip themselves to adapt as needed along the way. The second reason is to bridge the gap between business stakeholders and IT, thereby eliminating traditional demand for IT demand – supply model. Nowadays, businesses are moving away from the concept of developing IT strategies as a response to business strategy. More and more companies are developing their strategies to include IT as an integral part, as IT becomes inseparable from the business. Nevertheless, cutting costs is not among the key reasons for agile transformations, even though it does create savings due to increases in efficiency within the organization and improve revenue as a result of better market fit over time.  

Agile requires a new leadership style 

Agile transformation requires leaders to shift their focus toward steering their people and continuously offering them help. As a result, the decision making moves from the central leader to those that get most of the work done. This not only removes bottlenecks, but also brings more knowledge and experience within the decision making process and levels the playing field.

Assessing people based on what they’ve learnt 

Traditionally, leaders measure their staff’s performance on what they’ve delivered. In an agile organization, leaders measure their staff’s performance based on growth. To ensure growth, leaders need to motivate their employees to step out of their comfort zones by creating safe spaces for their teams to become accustomed to new ways of working. Furthermore, collaborating across diverse teams generates new ideas, putting the focus on people, culture and diversity within agile organizations.  

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