True Agility vs. Superficial Agile Adoption
Many companies mistake adopting Agile frameworks for true agility, but real success comes from customising ways of working to respond quickly to …
TL;DR; Most companies fail to adopt agility beyond IT because the real barriers are organisational, such as rigid hierarchies, inflexible budgeting, and outdated performance reviews. Scrum Masters need to focus on driving broader organisational change, not just team-level practices. Development managers should address systemic blockers and rethink how work is funded and measured to enable true agility.

Most companies trying to “adopt agility” fail because they think it’s an IT problem.
It’s not.
The biggest impediments to agility are organisational, not technical:
Scrum Masters must understand organisational transformation. They need to navigate politics, drive change, and push leadership to remove systemic blockers—not just “protect the team” from the dysfunction.
Agility doesn’t start with Daylies and retrospectives. It starts with how an organisation funds, measures, and enables work.
What’s the biggest non-technical barrier to agility you’ve seen?
Each classification [Concepts, Categories, & Tags] was assigned using AI-powered semantic analysis and scored across relevance, depth, and alignment. Final decisions? Still human. Always traceable. Hover to see how it applies.
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YearUp.org

New Signature

Slaughter and May

Epic Games

Deliotte

Emerson Process Management

Hubtel Ghana

Alignment Healthcare

ALS Life Sciences

Big Data for Humans

Boeing

Cognizant Microsoft Business Group (MBG)

Milliman

Sage

Akaditi

Flowmaster (a Mentor Graphics Company)

Microsoft

Xceptor - Process and Data Automation

Washington Department of Enterprise Services

Royal Air Force

Department of Work and Pensions (UK)

New Hampshire Supreme Court

Washington Department of Transport

Ghana Police Service

Slicedbread

Lockheed Martin

Workday

Alignment Healthcare

Hubtel Ghana

Schlumberger