The present article is premised on the argument that a combination of drive from the top and other business pressures is demanding that organizations take an Agile approach to the planning, delivery and continual adaptation of their business models. Notions of culture change, the role and purpose of business, flexibility, resilience, the nature of leadership, the employment relationship and talent are themselves embedded in this macro context and in need of revision. The range of working practices and related values associated with Agile, and the changing expectations of workers and customers, suggests that new approaches to leadership and change management are needed. Attempts to scale up Agile to an enterprise level generally meet with little success typically due to cultural barriers, with conventional leadership approaches, linear thinking and mechanistic change management being particular stumbling blocks. It is often assumed that, as people engage and start using agile methodologies, they will feel committed to sustain the benefits of agility, including innovation. However, tackling only one aspect of cultural change is unlikely to produce lasting value. The article suggests various ways in which organizational cultures, leadership behaviours and change management practices may need to shift to deliver sustainable value through a better balance of organizational and employee needs. The role of senior leaders in committing to, and enabling these shifts, is pivotal.
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