Why do agile transformations often fail?

A transformation means a fundamental reorientation of a company that affects every single employee. For such a fundamental change, all influencing factors must be taken into account. Almost 70% of all transformation projects fail.

The most important causes of this failure include the lack of vision, mission, strategy & purpose, but also inappropriate mindset, lack of change and project management, lack of communication, and lack of adaptation of processes and structures (McKinsey, 2017).

Our services for successful agile transformations

We support you during the agilization of your company in all necessary areas of competence.

Consulting

  • Adaptive transformation management (program, agile project + change management)
  • Culture development
  • Agile organizational development
  • Adaptive scaling
  • Building an agile community and an agile mindset
  • Empowering change enabler
  • Agilization of processes

Coaching

  • Coaching of the managers
  • Coaching of the program and project managers
  • Agile coaching (goal-oriented workshops, agile method training and individual coaching)
  • Group moderation

Trainings

  • Agile mindset training
  • Supportive management training
  • Agile leadership program
  • Agile coaching program
  • Change management training
  • SAFe® certification training

Operations

  • Program and project managers
  • Transformation office (operational support)
  • Change practitioner
  • Product owner/ scrum master

An approach for successful agile transformations

The three essential keystones for the agilization of an organization are: An agile mindset, know-how in project, change and process management, and a holistic transformation approach.

At Tiba, these success factors have been firmly anchored in our consulting approach of the 4-axis model for more than 30 years now. We are convinced that only a balanced attentiveness to all four factors can have a sustainable effect on the agilization of a company.

Consulting_approach

Get your free whitepaper “How does „agility“ affect project management?”

Is agile project management a contradiction in terms? Or is „agility“ perhaps even „essential to survive“ – in times of extreme complexity and Industry 4.0?

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