Transforming an organization most often requires a realignment into not only new ways of thinking but also new ways of working.  New roles means new job titles, job descriptions and sometimes reporting structures. New workflows require new practices and structures. New product development methods require changes to funding models without impacting key compliance requirements or mandates. Organizational redesign, changing the way work flows, and leading for change is both science and art. 

Watch the recording of our webinar where we explored this topic with leaders from top organizations and gain valuable insights into lessons learned from their agile transformation leadership experiences.

Engaging the business – strong collaboration and partnership between business and IT is a must for a successful transformation.  What are the obstacles? What methods were employed to overcome these obstacles?  What worked well?  What didn’t? How did they learn and adapt?

Building self - organizing teams is at the heart of an agile organization.  What roles were critical?   How are current high performers integrated into new roles?  Where are the areas of resistance?  What are the most common risks and risk mitigation strategies?

Change Leadership - is a critical component to any transformation.  What methods were employed?  What worked well?  What didn’t? What did you put in place for sustaining the change?


Amado Cruz - Vice President, Global Technology at Assurant

Danyelle Jinks - AVP, Global Change Management at Assurant

Michelle Workman - Senior Director, Integrated Business & Technology at Cox Enterprises

Joshua Jack - Vice President of Professional Services at MATRIX

Tony Shawver - Director of National Agile Practice at MATRIX

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