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RAPPORT

Agile Transformation

From Agile experiments to operating model transformation: How do you compare to others?

What comes to mind when you think of Agile?

Do you think of IT? Realising results fast? Developing software?
Or do you think broader?
? Working as a team?
? Working with multiple self-organising teams?
? Collaborating with customers?
? Integrating business and IT?

There is no single answer. Originally defined in 2001 in the Agile Manifesto as a reaction to
the slow, bureaucratic and stifled creativity experienced in traditional waterfall methods of
software development, Agile formed the basis for a revolution in the way software is
developed.

Nowadays we see this revolution increasing its footprint as principles to define entire
organisations and is vastly outgrowing the development of software on a team level.
Digitisation is driving the need for flexibility and the increased role of technology in
delivering value. Scaling agility across teams and organising through product-oriented or
value stream oriented organisations appears to be the new normal, replacing outdated and
traditional demand-supply models.

This survey is driven by our curiosity on this matter and on how organisations apply Agile
methods ranging from small teams to large corporates that work with thousands of

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