Agile transformations are often heralded as the magical solution to organizational dysfunction, promising faster delivery, happier teams, and better outcomes. However, there’s a quote that resonates deeply with many Agile professionals: “There’s no such thing as an Agile transformation, it’s a cultural transformation.”
But let me be honest—I half agree with this. While I support the idea that Agile transformation as a standalone concept doesn’t exist, I also disagree with the idea of a cultural transformation. Why? Because culture isn’t something you can directly change. In fact, it’s the outcome of a much deeper process.
In this blog post, I’ll explain why focusing on culture is a misguided approach and why the real transformation happens when you tweak the system—the rules, procedures, and frameworks within which people operate. So, if you’re looking to foster lasting change in your organization, this post is for you.
The Shadow on the Wall: Understanding Culture’s Role
Culture Isn’t the Starting Point
Imagine this: Culture is like a shadow on the wall. If you want to change the shadow, do you start by trying to manipulate the shadow itself? Of course not. You need to change the object casting the shadow—your system, your policies, your frameworks.
The truth is that culture is a reflection of how your organization works. It’s an outcome, not a starting point. You can’t directly mold culture into what you want, but you can modify the underlying system that creates it. Just like you change your position or shape to alter the shadow on the wall, you must alter your organization’s system to create the desired behaviors, which will then shape the culture.
Focus on What You Can Change
To make significant and meaningful changes in your organization, you need to shift focus from culture to the system that drives it. Ask yourself:
- What are the rules governing our teams?
- How do we measure performance?
- What decision-making frameworks do we use?
- How do people interact with the system and one another?
These are the foundational elements that determine behavior. By tweaking the system, you can influence behavior, which in turn shapes the culture.
The System Is Key: Change the Right Things
What’s In the System?
The system comprises several interconnected parts that affect how people behave within an organization. These include:
- Processes and procedures: How tasks are assigned, escalated, or completed.
- Measurement frameworks: What metrics do you use to gauge success? Are they individual-focused or team-focused?
- Decision-making structures: How are decisions made when rules don’t fit the situation? Do people have autonomy, or is everything top-down?
When you focus on these areas, you can create behavioral shifts that gradually evolve into the culture you desire.
Start Small, but Think Big
One of the key pieces of advice I often give to clients is to start small. You don’t need to overhaul the entire system at once. Sometimes, small tweaks can have significant ripple effects:
- Introduce more collaborative decision-making.
- Redefine your metrics of success to prioritize team over individual achievements.
- Simplify or remove bureaucratic processes that hinder team autonomy.
Each of these changes starts to shift how people interact with one another and how they view their roles within the organization. Over time, these adjustments lead to behavior changes, which ultimately influence the organizational culture.
Personal Experience: Seeing Systemic Change in Action
I once worked with an organization that believed they were undergoing an “Agile transformation.” They tried every Agile framework under the sun—Scrum, Kanban, Lean—but nothing stuck. Why? Because they were focused on the wrong thing.
Their approach was top-heavy. They spent time training people to “adopt Agile” without addressing the systemic issues that were creating friction. For example, their performance metrics were individual-based, creating competition rather than collaboration. Decision-making was highly centralized, leaving teams disempowered.
It wasn’t until we started tweaking the system—changing the metrics to reward teamwork, flattening the decision-making hierarchy, and introducing incremental adjustments—that we saw real progress. The culture shifted naturally as a result of these systemic changes.
Tweak, Monitor, and Repeat: It’s an Ongoing Process
Keep Your Eye on the Culture, but Focus on the System
Once you begin to make changes to the system, it’s essential to monitor the outcomes. Watch how these changes affect the behaviors in your organization. Are people collaborating more? Are they more engaged? Do they feel empowered to make decisions?
If the answer is yes, then you’re on the right track. However, remember that this process is iterative—just like Agile itself. You might need to tweak the system further:
- Are certain processes still creating bottlenecks?
- Do some teams need more autonomy, while others require more structure?
- Are your metrics still aligned with your organizational goals?
The point is that you should continuously adjust the system to meet your evolving needs. Over time, the culture will shift to reflect these changes.
The Role of Leadership
Leaders play a critical role in this process. They must model the behaviors they want to see and ensure that the system supports those behaviors. Leaders should:
- Encourage experimentation and allow teams to find what works best for them.
- Empower teams by giving them the autonomy to make decisions within the system.
- Remove barriers that prevent teams from operating efficiently.
If you want your teams to be Agile, then the system needs to support Agile behaviors—and leaders need to champion these changes.
Key Takeaways: Practical Steps to Start Changing the System
So, how can you start focusing on the system to bring about the cultural transformation you’re aiming for? Here are a few steps:
- Evaluate your current system: Identify where bottlenecks or barriers exist.
- Make small, incremental changes: Start with tweaks to rules, processes, and decision-making frameworks.
- Monitor the outcomes: Observe how these changes impact behavior and culture over time.
- Adjust as needed: Keep refining the system based on what you observe.
- Involve leadership: Ensure that leaders model the behaviors they want to see and remove systemic barriers.
Conclusion: Culture Is an Outcome, Not a Lever
Remember, culture is not something you can change directly. It’s an outcome of the way your organization’s system operates. If you want to see long-lasting, meaningful changes in your organization, focus on changing the system. By doing so, you’ll naturally shift behaviors, and the culture will follow. 🚀 Take action now—small changes lead to big results!