The principles articulated in the Agile Manifesto make a lot of sense to the software craftsman who dreams in code. They can, however, be quite puzzling to executives who consider Agile software in the context of their company’s established norms and patterns. Assumptions embedded in a business design with respect to customer relationship, competitive differentiation and value capture are not necessarily aligned with the principles advocated in the manifesto. Moreover, the core culture of a corporation might not be hospitable to Agile principles. Corporate culture basically specifies “how we do things around here in order to succeed.” Agile Principles challenge these norms.

The path an Agile roll-out should follow depends on the core culture of the corporation: control, competence, collaboration or cultivation. Irrespective of the specific culture, the Agile roll-out invariably tests cultural integration, wholeness and balance. In particular, it exposes inconsistencies between approach with customers versus approach toward other constituents of the corporation such as partners and employees. Consequently, corporate reactions to Agile often express the disappointment of an organization when it is forced to take a good look in the mirror.

Grass roots Agile initiatives can propel a company a long way. However, the creation and capture of long-term value is invariably linked to successful business design and coherent corporate culture. To succeed on a large scale, bottom-up Agile initiative must be complemented by top-down commitment to learn, change and keep a living company. It is the combination of the two, the willingness to apply Agile practices in an indivisible manner that will fulfill the premise of the manifesto.

Israel Gat is probably the most reflective executive I have personally had the pleasure of exchanging ideas with. If you don’t believe me, you can simply google his name and start reading to convince yourself from his interviews and writing. Or you can save time, and go straight to his blog. I recommend you start with ‘The Agile Leader‘ (and specfically ‘A Social Contract‘), because that is really what Israel embodies to me. Even with Israel’s accomplishments he remains extremely humble, approachable and willing to share.

Israel Gat is a Senior Consultant with Cutter Consortium’s Agile Product & Project Management practice. He is recognized as the architect of the Agile transformation at BMC Software. Under his leadership, BMC Software development increased Scrum users from zero to 1,000 in four years. Dr. Gat’s executive career spans top technology companies, including IBM, Microsoft, Digital and EMC. He has led the development of products such as BMC Performance Manager and Microsoft Operations Manager, enabling the two companies to move toward next-generation system management technology.