Agile is increasingly adopted across organisations in the GCC region, expanding well beyond software development. Yet, terms like Agile Adoption, Agile Transformation, and Digital Transformation are often used interchangeably, creating confusion around their implications and value. In this article I’ll unpack: Agile Adoption vs. Agile Transformation, Agile Transformation vs. Digital Transformation, Why mindset matters as much as methodology and How agile practices can drive effective digital transformation.

Imagine an HR department where cross-functional collaboration is the norm, not the exception. In my latest article, I explore how Agile HR is breaking down silos, transforming talent sourcing, and empowering teams to work in sync toward innovation and efficiency. Agile HR is more than just a buzzword, it’s a game-changer for organisations looking to foster speed, adaptability, and a people-first culture. 

With ICT investment and digital transformation efforts growing across the GCC, driven by initiatives like the ‘We are the UAE’ 2031’ Vision, many organisations still face challenges with legacy systems and rigid processes. As we move beyond a quieter-than-expected summer in the UAE, it’s worth reflecting on how businesses in the region can build resilience and agility through digital transformation, especially in today's uncertain economic landscape.

Are we stuck in 'change' inertia?  Reading through 2022 & 2023 reports from the Business Agility Institute, I was struck by a recurring theme: the top challenges companies face in their business agility journey have remained consistent over the last five years.

This could be seen as a grim reality. However, the new challenges highlighted in the 2023 report reveal that we're making progress, even if it’s not always apparent.

John Deere was facing some significant challenges in 2019, and so decided to launch an agile transformation initiative.  Implementing Agile IT Manufacturing with Scrum@Scale, Scrum, DevOps and a modernised Tech stack. Results far exceeded targets.

In this series of articles we explore how global businesses have adopted Agile Manufacturing to embrace an Industry 4.0 world. In this article we look at Novo Nordisk and explore how an agile transformation helped meet demand surges in a rapidly shifting pharma industry, to reach a market value of $500bn.

Novo Nordisk needed to shift their approach to business operations to tackle some of their greatest business challenges including…

As detailed in the excellent HBR article by Darrell Rigby, Jeff Sutherland, and Hirotaka Takeuchi ‘Embracing Agile’, innovation is what agile is all about.

In this article I summarise the six practices Rigby et al discerned through their study and analysis, that are crucial in capitalising on agile’s potential.

I am part of the ‘Agile Industrial Complex’. However, I’ve always had the same frustration - knowing that what works will only be determined by listening to teams, and frequently seeing this not happen.

In this article I explore what is meant by ‘The Agile Industrial Complex’, and how we can shift the needle back towards the true principles of agile, and away from off-the-shelf models.

Why would teams buy-in to something that they haven’t helped shape? Especially when the benefits have not been made clear or worse, there are no clear benefits to them. In the context of agile adoption at a team level, or agile transformation at a department or company level, a culture shift is involved. This can be hard to define.

In this article I’ll look at some tools and approaches to support agile adoption through sensitive change management.

Agile is gaining increasing adoption throughout organisations. Agile methods have moved beyond just software development. However, there’s ongoing confusing as to what is meant by Agile Adoption vs. Agile Transformation and Digital Transformation vs. Agile Adoption or Transformation. In this post I’ll try highlight the differences and interrelationships between them, in simple terms.

Rebecca provides her tactics for shifting the needle. She recommends not to simply ‘do’ Agile but encode Agile into the DNA of your team. Companies in the UAE are hungry for transformation across their digital ecosystems. There is a significant point of failure which is about the perception that an organisation is Agile, when the reality is that they are ‘doing’ Agile but not truly being Agile.