Introduction: Agile Transformation is a Journey Agile transformation is often misunderstood as a one-time event or a quick fix. In reality, it’s a continuous journey. The term “transformation” itself is slightly misleading—what we are doing is creating new possibilities for more effective ways of working. This journey starts with understanding the current challenges and working together, as partners, to realize desired outcomes through Agile practices. The initial kick-off meeting is crucial. Bringing the leadership team together with the coach for a “make or break” session sets the tone for the entire journey. In this session, the coach should connect with the leaders, listen carefully to their concerns, and observe the dynamics at play. This helps align everyone on the goals and the roadmap ahead.  Laying the Groundwork for Agile Transformation The foundation of a successful Agile transformation starts with alignment and trust. As a coach, I ask for permission to observe the teams as a “fly on the wall.” This gives me a first-hand understanding of how teams are currently working—what meetings they hold, what tools they use, and how effective their interactions are.  All of this forms a foundation to create a roadmap for the journey ahead. I also bring leadership together for a 2 day immersive workshop that aligns them on the basics of Agile values, principles, and practices. This step is vital—it ensures that everyone is on the same page before we even start implementing changes. At the end of this initial phase, I present a detailed observation and recommendation deck to the leadership team. By this time they are in a state to better understand the current state and recommendations being made. They can wisely negotiate amongst themselves and with the coach on what pieces will work for them and what they need to get their teams ready for the journey ahead. Common Challenges During Agile Transformation Agile transformations come with their own set of challenges. While tracking progress is important, addressing these obstacles is equally critical for success. I share a few critical ones below: Disagreements Among Leadership: Misalignment between department directors and managers can confuse teams and disempower Scrum Masters. For example, one senior manager insisted on four-week sprints, which led to inefficiencies, while other teams thrived with two-week cadences. Team Resistance to Agile Practices: Teams often resist Agile ceremonies or new ways of working. A coach, partnered with leadership, can ensure teams give these practices a fair trial, helping overcome resistance and build momentum. Leadership Disengagement: Transformation requires active leadership involvement beyond just attending meetings. Regular one-on-one coaching with directors and managers is essential to keep them engaged and accountable. Organizational Politics: Senior team members may resist change and hold on to old ways of working. If not managed carefully, this can derail the transformation. Patience and persistence are key in overcoming such politics. Measuring Progress During Agile Transformation Finally, tracking the right metrics is crucial to gauge the effectiveness of an Agile transformation. Don’t focus on just output but also on how well teams are delivering value and improving. Here’s how I track progress: Team Effectiveness and Value Delivery: The goal is continuous value delivery. Stable velocity, high predictability are good, but what matters is if teams deliver real value. I track monthly releases, desired outcomes achieved and reductions in escaped defects to ensure outcomes, speed and quality. Leadership Engagement and Impediment Resolution: Leadership must step in to resolve high-impact impediments outside of teams’ control. I use an Impact Impediment Board to track these, ensuring leaders demonstrate servant leadership and walk the talk by actively supporting teams. Team Happiness and Collaboration: Agile success hinges on team well-being. I track team happiness via surveys and one-on-one conversations. Happy, empowered teams are naturally more productive and collaborative. Cross-Functionality and Process Efficiency: I measure process efficiency (cycle time and active work vs. time in progress) to assess collaboration and break silos. High collaboration creates effective, cross-functional teams crucial to Agile success. Conclusion: Agile transformation is a continuous journey of learning and growth, starting with trust, alignment, and the right mindset. Effective tracking should include value delivery, leadership engagement, and team empowerment. Strong servant leadership, open communication, and regular reflection on progress will help you achieve success.

People managers play a critical role in SAFe (Scaled Agile Framework) environments. Unlike traditional management roles, which often focus on control, authority, and pushing for results, SAFe encourages value delivery with a servant leadership approach. The Role of People Managers in SAFeLet’s be clear—SAFe is based on Agile values and principles, but at scale. This means we need to apply the same values across larger groups of people who are working to create bigger product increments. Remember — the actual work still happens in teams, often Scrum or Kanban teams, with 5-10 people, including the Scrum Master and Product Owner. If you take a close look at SAFe principles and philosophy, you’ll notice that SAFe highly supports soft skills, servant leadership, collaboration, Agile leadership, and value delivery. People managers in SAFe need to operate differently from traditional managers. Here’s how I see the key differences: In my experience, a SAFe people manager will let the Scrum Master take the lead on team dynamics while stepping in to clear bigger impediments that the team cannot resolve on their own. This calls for servant leadership—walking the talk and demonstrating commitment to the team’s growth and success. And this approach brings a sense of accountability and empathy to the table, which makes a huge difference. In contrast, traditional managers might try to control everything, resulting in teams that are disempowered. They end up managing results rather than nurturing the individuals responsible for those results.This difference in mindset is critical—you’re either building empowered teams or managing results, and SAFe is very much about the former. Qualities of People Managers in SAFeHere are some key qualities you must embrace for being an effective people manager in Agile SAFe: Embrace SAFe Values and PrinciplesPeople managers in a SAFe environment need to embody Agile and SAFe values in their day-to-day behaviors. Do not just talk about empowerment—strive to live it. You must let go of command and control tendencies and trust the Scrum Master to guide and mentor the team. I’ve seen many times managers overrule Scrum Masters which weakens Scrum and creates dysfunction within the team. Be a Servant LeaderA strong people manager knows how to be a servant leader. In a SAFe setup, this means supporting the Scrum Master and also stepping up to remove larger impediments outside the team’s control. This sends a message to the team that you are part of the journey and transformation. You build trust, accountability, and empathy—very needed to build a thriving team. Facilitate Strong Communication ChannelsEnable strong communication between the Scrum Master, the team, and external stakeholders. Effective people managers help bridge the gap between teams and upper management, ensuring that obstacles are cleared and dependencies are managed. How many times have we seen teams get demotivated because a key dependency wasn’t resolved on time? A solid people manager helps the Scrum Master build those relationships and keep communication flowing smoothly. Be Non-Interfering in Team EventsAs a great People manager, you must learn to step back and trust the process. Yes, you have a vested interest in team outcomes, but that doesn’t mean you should be involved in every team event or try to steer it. Trust your team. Let them collaborate, self-organize, and make decisions within the framework of SAFe Scrum. If you intervene too much, you will risk undermining the Scrum Master and disempowering the team. ConclusionI’ve often seen two camps in organizations—those who want “All SAFe or nothing” and those who completely reject it. I suggest that you find the middle path. You will need to objectively assess what SAFe recommends, and then see where you can bring in organic practices that make sense for your teams. An example: PI Planning in SAFe can be overwhelming, with 150+ people working together for days to plan stories for 5-6 sprints. What I’ve seen work best is helping teams plan story-level work for the first two sprints and keep the rest lightweight. Why? Because things change. Work from previous sprints often overflows, priorities shift, and new demands creep in. Teams we’ve coached in this way have found PI planning to be much smoother and less taxing, without sacrificing value delivery. This mindset will show your true SAFe people manager leadership and help your team stay focused and energized throughout the process.

Agile transformations are complex and often met with resistance. While leadership may be eager to onboard Agile, teams frequently carry skepticism, mainly due to past negative experiences. When Agile values and principles aren’t properly understood or implemented, processes get pushed onto people without genuine engagement. This leads to a lack of servant leadership, causing Agile transformations to fail. Agile Coaching plays a crucial role in bridging this gap. But not just any coach will do—only those with deep experience, who live and breathe Agile, can truly guide organizations through successful transformations. Challenges Faced by Organizations During Agile Transformations and How Agile Coaching Can Address Them Most Agile transformations are initiated by management, but not everyone in the department is on board. This reluctance often stems from past negative experiences with Agile or Scrum. Many people are tired of processes being pushed on them without a clear understanding of Agile values and principles. When leadership doesn’t truly walk the talk, and the deeper reasons for Agile practices aren’t communicated, it results in resistance and disengagement. This is where Agile Coaching makes a difference. Experienced coaches, who have worked with hundreds of teams and leaders across various organizations, bring immense value. These coaches are the Navy SEALs of Agile, with deep expertise in Agile Values, Principles, and Servant Leadership. Their hands-on experience and commitment can turn around even the most resistant teams. Key Qualities or Skills of Effective Agile Coaching That Guide Transformations A successful Agile Coach needs a broad range of skills to drive, nurture, and sustain an Agile transformation. They must have deep experience working with diverse teams across small companies and large enterprises. This includes co-located and distributed teams across time zones. They need the ability to engage with both teams and senior executives while remaining calm and adaptable in chaotic situations. Self-reflection is crucial. An effective coach consistently evaluates their actions and identifies areas for improvement. Servant Leadership is at the heart of Agile coaching. It’s not just a buzzword but a quality that naturally shows in actions and interactions. Coaches with genuine Servant Leadership are confident, cheerful, and fearless yet respectful. They strive to create greatness in people and effectiveness in teams. At Agilonomics, we specialize in developing such coaches. This is our niche. How Good Agile Coaching Influences Mindsets and Culture During Agile Transformation For Teams  The key to influencing mindsets and culture lies in the qualities discussed earlier. A good coach listens deeply to the pain points of individuals, teams, managers, and leaders. They connect without any personal agenda, just being present, listening, and asking thoughtful questions. This builds trust, laying the foundation for lasting change. A coach spends time observing, connecting, and noticing patterns. They don’t force solutions but help clients understand the impact of their choices. Co-creating a transformation roadmap aligned with desired outcomes is essential. Data-driven insights help track progress, allowing for timely pivots. Most importantly, good coaching ensures that leaders walk the talk. When leaders are engaged, teams become passionate drivers of change. Misconceptions About Agile Coaching and How We Address Them  There are several misconceptions about Agile Coaching: ConclusionAgile Coaching plays a pivotal role in the success of Agile transformations. It bridges the gap between management’s vision and the reality of day-to-day operations, ensuring that teams not only adopt Agile practices but thrive in them. With the right coach, equipped with deep experience and a servant-leadership mindset, organizations can navigate challenges, align teams, and build a culture that encourages continuous improvement. The journey to effective transformation is complex, but with the right guidance, it can lead to lasting success.