SKTekki partners with you to outline a strategy to establish clear, defined and measurable parameters for your Agile implementation. While there are many Agile related frameworks and methodologies available in the market place, success in implementation cannot be guaranteed.There are many instances of organisations which tried to implement Agile and are struggling without knowing why, as they did not put in enough thought and have proper guidance during the process.

We have our own proprietary enterprise change management framework that enables the organization to implement change faster. Though this model can be implemented irrespective of the domain; however, we will consider all cases respective to Agile implementation.

The biggest advantage of this framework is that it can be implemented with any agile framework and methodology for non-scaling as well as scaling frameworks.


As shown in the graphic alongside, Enterprise change management framework implementation can be considered to be a change involving three parameters:

process, people and structure

How to read this triangle

This triangle represents the iterative and incremental Agile change management framework. We start with Process and Rules which are easy to set in place. Next are Structural changes which are difficult to carry out. The last part of an agile transformation comprises the changes in People, and this is the most difficult to implement.

This framework enables you to start in small increments (1)->(2)->(3) and then repeat the cycle. One important thing to remember is that these three legs of change feed into each other.

At each angle for making a change, in Process/Policy/methods, or in Structure or in People’s mindset, we suggest using an upside-down model which incurs minimum change with height leverage.


When we start with an Agile implementation, we are often not sure where to begin. The easiest and logical place to start, to enable you to fuel the change management for Agile, is by identifying methods/processes/policies that could be tweaked for an individual project or department, which do not necessitate changes at the organizational level (with some exceptions). For instance, there are many policies, processes and methods within an organization which are in conflict with total Agile implementation e.g. personal cubicles, specialization, flexible work timings and so on.


A bad system will beat down good people; we use systems thinking to understand the underlying behaviour of the organization and find the reason why it has resulted in the current state of affairs. To enable optimization of the whole instead of localization, the existing functional structure in an organization must be changed. Some organisations have a mental model (culturally accepted within the organization) where heroism and firefighting is encouraged, whereas asking for help or escalation are considered incompetencies. An agile model serves to dispel such a rigid approach and inculcate flexibility and approachability.


Small incremental changes in process and structure will fuel change in the organization; however, the real change comes when people in your organization believe in the change. Through careful analysis we must see what needs to be changed for people to feel motivated enough to persevere with the changes. This necessitates a fresh look at re-generative learning of the organization.


Through a careful study of your business based on these three parameters, we define and detail a workable strategy for your agile adaptation. We outline metrics that can measure short term and long term goals for success. By undertaking customized training and mentoring, we ensure that the agile transformation is on track – using underlying proven values that support every aspect of the change. The style in which we work is not to create dependencies on us but to mentor your core team to start thinking in a way that is appropriate for the organization as a whole.

Your engagement with us is envisioned for a short term only, providing maximum value for your investment, as we strive to imbibe capabilities in your core team to carry on the change. However, we will continue to be available through other means to remain engaged and provide governance in your change management journey.