The Agile Transformation 


Most organisations still look at transformations as an additional effort to trigger change. The organisational reality is that change has become an integral part of daily business operations. The challenge that comes with change is that it demands a very high level of agility from all participants. At best the organisation knows where its wants to go. Yet, the way to get there is unclear, demands continuous motivation and is plastered with many unknown risks.

This chapter looks at why transformations are agile by their very nature. It outlines the implications that come with agile transformations and describes three critical elements to change successfully. The goal of this chapter is to support organisations with how they can make sense of the change.

In a first part we look at three dimensions to be considered in a transformation or any change endeavour: the technical, the political and the cultural dimension. In a second part we take the example of the Dutch seafarers and what made them more successful than any other nation in exploring wide and unknown territories while steering through risky waters. The third part introduces the concept of mastery for change from an individual and organisational perspective, looking at the difference between complicatedness and complexity as well as crudeness and simplicity.


  • Intro: What makes a transformation agile?
  • TPC – Considering the technical, political and cultural dimension of change
  • Successful Seafarers – What made the Dutch so successful? (not the navigation, but the map)
  • Mastery – It’s not complicated, it is just complex