The need for change is constant, and agility is no longer just a buzzword—it’s essential for survival. In November, Sullivan & Stanley’s Women in Transformation community hosted a virtual event focused on the realities of agile transformation in today’s organisations. This event was designed as a curated conversation, where professionals from industries spanning finance, technology, retail, and healthcare came together to discuss their own challenges and experiences with making agile a driving force in their companies.
The session was hosted by S&S’s Consulting Partner Jacqueline Shakespeare, Chief Change Officer Adrian Stalham and Client Solutions Manager Mathilda Börjesson. Participants shared their challenges with past agile experiences and their excitement for the future, engaging in actionable, solution-driven discussions focused on real-world scenarios. Attendees had the chance to ask questions, explore topics, and gain new perspectives from S&S industry experts, all with the goal of discovering strategies to accelerate their transformation and prepare their organisations for the future.
In this blog, we’ll explore key takeaways from the event, including insights into agile’s evolving role and why it’s more critical than ever.
Agile beyond software: why it matters now more than ever
Agile practices have their roots in software development, but today, agile thinking is reshaping organisations far beyond tech teams. An S&S expert summarised its history: “Agile emerged when 17 thought leaders in the early 2000s created the Agile Manifesto, four foundational values and 12 supporting agile principles focused on flexibility, collaboration and delivering value to customers.”
In 2024, as businesses grapple with rapid changes in technology, shifting customer expectations, and mounting economic pressures, agility isn’t just important—it’s critical. However, many organisations struggle to translate agile principles into tangible outcomes that deliver consistent value.
This is where Sullivan & Stanley’s mission-based working approach comes into play. We’ve developed a modern, actionable way of embedding agile thinking into the heart of an organisation, empowering teams to deliver value faster and with greater focus. Mission-based working moves beyond the traditional project-led approach, uniting cross-functional teams around a shared purpose—one that directly aligns with customer needs and business goals.
At its core, mission-based working redefines how teams operate by:
- Aligning strategy and execution: Ensuring every mission is connected to the business’s overarching goals.
- Empowering teams: Giving teams end-to-end accountability to deliver outcomes, fostering collaboration and innovation.
- Delivering value quickly: Proving the impact of this approach in as little as 90 days, helping organisations adapt and thrive in an ever-changing market.
By focusing on missions instead of siloed projects, we help companies unlock the true potential of their people and technology while creating a culture that’s agile, customer-centric, and primed for sustained innovation. Agility is the foundation, but mission-based working is how you turn strategy into results.
The 4 agile values
Agile development is built upon four core values. These values emphasise collaboration, flexibility, and delivering customer-centric results:
These four values establish an adaptive and people-centric approach. Agile aims to create better, more functional solutions while maintaining a collaborative and responsive environment.
The 12 agile principles
Agile principles provide a flexible, responsive approach to delivering value. But it’s not just about speed. It’s about creating a structure where teams can adapt, innovate, and thrive in any situation.
These twelve principles further refine the agile approach, serving as actionable guidelines that promote flexibility, efficiency, and continuous improvement throughout the development process.
Navigating agile transformation with change fatigue
A major talking point at the event was ‘change fatigue’, the sense of exhaustion from constant shifts and new initiatives. The key message? Organisations need to find a balance between speed and long-term sustainability. As Jacqueline explained, “People don’t enjoy being changed by someone else, particularly if they don’t believe in the value of it. And when they’ve experienced failed change time and time again, they can become disillusioned and weary. We often call this change fatigue. What’s interesting is they do want real change. They’ve just had enough of believing something that isn’t real and being let down.”
Participants agreed that sustainable transformation is about finding the sweet spot: moving fast enough to stay competitive but slowly enough to bring people along. Agile is well-suited to tackle this by breaking down big projects into smaller, manageable phases, allowing teams to manage change more effectively.
One attendee reflected, “The work’s visible, which means I can see it’s making a positive impact. The idea of ‘good’—whether it’s good enough—is something my team and I get to define. In an imperfect world, where not everything can be measured or assigned a financial value, I’m okay with that. I can see and feel the positive changes, and that’s enough for me.”
The power of leadership in agile transformation
Leadership isn’t just about calling the shots but setting the example. In an agile transformation, leaders need to walk the talk. The group emphasised the importance of ‘servant leadership,’ where the goal is to empower teams rather than control them. One attendee put it perfectly: “We talk a lot about servant leadership, which metaphorically turns the traditional pyramid upside down. So that employees sit at the top and the leader sits below them, and it assumes leadership is about serving people.”
This leadership style requires letting go of the traditional hierarchy and stepping into a role that’s as much about guidance as it is about getting out of the way. Adrian described this balance, noting, “The old operating model will fight the new one. You’ve got to face into that really early.” Leaders in agile organisations need to embrace a situational leadership mindset that’s all about collaboration, flexibility, and trust. And sometimes, that means showing vulnerability and admitting when they don’t have all the answers.
Building a culture that supports agile
Agile transformation isn’t just a set of processes; it’s a cultural shift. The culture you build is what will sustain agile practices in the long term. A key insight from the event was the importance of creating a safe space for experimentation. A culture that supports innovation will help teams feel more confident in taking risks and trying new things. Organisations need to prioritise transparency, celebrate small wins, and be willing to adjust their approach based on feedback.
Practical tips for agile success
During the event, participants shared some actionable strategies for making agile work:
- Form dedicated, cross-functional teams: Having a team fully dedicated to a mission allows for faster decision-making and reduces the friction of switching priorities. When people are focused on a specific project, they can dive deeper and produce results more effectively. “When it is up and running, it makes a difference,” one agreed. “The people on the ground love it.”
- Prioritise incremental wins: Agile isn’t about giant leaps; it’s about continuous progress. Focusing on small, visible successes helps maintain momentum and keeps teams motivated.
- Continuous feedback and health checks: Keep an eye on the wellbeing of your teams through regular check-ins. This can be as simple as asking, ‘How are we doing?’ and adjusting based on honest feedback. “If something’s difficult, do it more often until it becomes easy,” noted Adrian, quoting a familiar agile principle. This helps prevent burnout and keeps teams engaged.
- Flexible leadership styles: Adapt leadership approaches based on the team’s needs. Sometimes teams need hands-on guidance, and sometimes they need the freedom to figure things out on their own. Adrian emphasised the role of situational leadership, saying, “Sometimes you have to provide a different level of leadership, especially in the early days.”
The path forward: Agile as a long-term strategy
So, what’s next for agile? As our event wrapped up, one thing became clear: agile isn’t going anywhere. Instead, it’s evolving. Organisations are adapting agile principles to fit their unique needs, whether that means introducing mission-based teams, focusing on continuous learning, or embracing flexible leadership models.
At Sullivan & Stanley, we believe that transformation isn’t just a destination. It’s an ongoing journey. Whether it’s through agile practices, mission-driven work, or simply empowering people to do what they do best, we’re committed to helping organisations build the future they envision, one step at a time.
If you’re interested in joining our Women in Transformation community or learning more about how Sullivan & Stanley can support your organisation’s agile journey, including our innovative mission-based working approach, don’t hesitate to get in touch. Our team and communities are here to share insights, foster connections, and empower organisations to navigate change, deliver value, and thrive in today’s fast-paced world.
