Agile Transformation Personas
As an Agile coach, I’ve identified four core organizational personas that we face in our transformation efforts:
1. Domainers — They have deep domain knowledge which provides them with influence in the organization. They can be supporters or resisters of the transformation. In initiating a transformation, it is beneficial to seek out their input so that they can contribute to the transformation strategy.
2. Servicers — They have worked in the organization for a long time and have connected relationships that can help or hinder our transformation efforts. They have seen more than one significant attempt at organizational change and are generally skeptical of its success.
3. Opportunists — They look at the transformation as an opportunity for career growth and to become the domain expert in Agile. They are often the ones who are first adopters of agile and are eager to engage as agile champions outside their area of influence.
4. Go-Alongs — They are happy in their job, and they adapt and adjust to the changes sought by the transformation but typically won’t actively contribute to the changes. They view work and life as something to be balanced.
The people who can provide the most resistance to any transformation are the combination of the Domainers and Servicers. Their deep domain experience combined with their length of service means they aren’t going anywhere as their perceived value to the company outweighs the changes necessary to develop and implement organizational agility.
If you are an organization that is just starting on its journey, it is important to engage not just your leadership in the development of your transformation strategy but also key people in the organization who have knowledge and influence. Get these people on the transformation team so that they can begin to influence change from the very beginning.
