Why Agile transformation fail
summary
Large-scale NatWest agile efforts fail when leadership imposes a big‑bang change that triggers fear, learned helplessness and conflicting coaching; the program runs across 50,000 employees and 400 programs yet used to manage 3,000 projects a year. Concrete fixes that work: start small, scale vertically, create role profiles and communities of practice, use guardrails and a minimum viable framework, and adopt tool choices like Jira/Planview/Mural/Teams. Resulting benefit: some programs start up 5–7 months faster when funding and controls are reworked.
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chapters (12)
- 0:00Intro
- 0:45Simple Safe and Smart
- 1:36The Path to Value
- 2:50First Headline Failure
- 4:30Loss Aversion
- 13:59Bigger is not better
- 21:30Diversity is key
- 23:52We are all unique
- 28:50Communities of practice
- 31:46Summary
- 34:07QA Session
- 42:02Conclusion
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