Executive summary
Mobilising an agile transformation ______ across teams
Client context
An international finance organization set out to build an advantage in digital finance services. They had restructured around tribes (multi-team structures) and created an agile playbook, yet behaviour still reflected an older culture. Coaches were treated as trainers rather than change partners, metrics were avoided, and unresolved conflicts undermined collaboration across teams.
The ______ gap
Leadership intended outcome focus and cross team collaboration. In reality the system rewarded individual delivery, top down tasks, and slow bureaucracy. Agile existed in form, not in practice, and coaches were positioned on the sidelines rather than in the work of change.
Approach
We began with collective discovery and direct conversations across departments to make systemic dynamics visible and shared. We moved attention from individuals to teams and multi team collaboration, and introduced ceremonies that brought tribes into one flow. We measured coach impact with 360 reviews, created a skill matrix and development plan for the transformation team, and introduced team level engagement and flow metrics such as lead time and cycle time. We worked with leaders to reframe transformation as a long journey and repositioned coaches as strategic partners connected to senior functions.
What changed
Teams engaged more openly in collective events. Coaches gained credibility and were recognised as partners in change. Teams began to own their metrics and started to focus on organizational outcomes rather than local tasks. The transformation function connected to senior stakeholders and acted as one team.
Results
- Greater collaboration across teams and tribes
- Clearer position and influence for the transformation function and coaches
- Ownership of team health and flow metrics by teams
- A second tribe launched with stronger cultural footing and visible support
- Some leadership tensions remained but the change gained momentum across the system
Conclusion
This engagement helped shift agile transformation from a process-driven change to a culture-driven movement, empowering teams and elevating agile coaches into strategic roles. While challenges remained, particularly with higher-level leadership buy-in, the transformation laid the groundwork for sustained agile adoption and organizational growth.
TESTIMONIALS
Their ______ words
At first I thought Miloš was just another superstar consultant. What surprised me was how grounded he is — clear boundaries, no arrogance. He anchored my role, and my team’s role, in the wider system. That clarity forced us to step up, take responsibility, and move with direction.”
Transformation Lead
Finance, Serbia
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