More and more companies and organizations have come to the realisation that it is getting harder to keep up with the pace of change and are looking for ways to become more agile in their ways of working as an organization. According to some experts, agile has since become a commodity.

Transitioning to a more agile way of working, however, is not easy. Once they have a couple of Scrum teams up and running, things start to improve. However, that is not enough and if things go right, new obstacles and bottlenecks are discovered within the wider context. And then companies soon experience more and more difficulties introducing change to the wider organisation and this is where real change is needed and then the challenges begin.

Organizations are considered complex, adaptive systems and as such require a more scientific approach to change involving strategic thinking, hypothetical analysis, experimentation, decision making based on empirical data, changing behaviours and creating real life experiences which in the end affect the dominant organisational culture.

Transparency and a process for co-creation of a strategy for change are crucial for success as well as an environment of safe to fail experimentation is key for a successful transition.

In this talk, I would like to share some of our experiences, as agile coaches at agile42, that have helped other companies to initiate and implement change within their wider organisation which, in the end, affected the overall transition of the culture of the organization toward becoming a learning organization and, thereby, more resilient to change.