Most organizations pay a fortune to initiate their Agile Transformation journey or change strategies without first taking the time and working to change the whole of the organization, its structure, and its very culture.
You put at risk all you have done to bring Agility into your organization, which prevents you from flexing your objectives and satisfy your customers through delivered Value. You put at risk all you have spent, both energy and money, to develop and deliver a Transformational Strategy.
You bring in hordes of excellent but expensive external Agile Coaches and Scrum Masters, run loads of training for the teams and in turn create a powerhouse for delivering Value to your Customers. Then you place these Agile experts (powerhouse) into an old, production-driven, command and control, un supportive culture and expect them to not only succeed in strong, adaptable and rapid Value delivery but also adopt a truly Agile way of working
However, in my experience working with organizations in Africa and the Middle East, I have been able to establish that to achieve long-term success with Agile, the implications of becoming Agile must be transferred into every part of the organization and by addressing titles, tribes, age, gender, religion, beliefs which are all embedded in culture and structure . When this is not done, those influences that formed the organization into whatever shape it existed in before the start of the transformation will eventually kick back in like a strong elastic band. I have seen Agile Transformations stalled or completely stopped because organizations ignored the impact of becoming Agile and not including other units outside of product development and IT.