Really agile or just frustrated? 

In the second chapter, we take stock based on our Agile Readiness Check – a survey of companies – which we use to measure the agile maturity level of organizations: where do financial institutions stand in this transformation? We outline a detailed picture of the transformation along the eight dimensions of our diamond model. Overall, more companies have embarked on this journey, they are trying out agile methods, and the understanding of leadership has also changed. Yet, the people who are driving the change are still too often held back by the system. What’s missing are structures that integrate agility into the organization, a clear transformation design and methods to not only invoke cultural change, but also to measure it. 

In the third chapter, we analyze the consequences of this. We identify three fields of action that organizations should address in order to become truly agile. Here you will learn how to go from planning giant to implementation giant, how to determine the right degree of agile structures for your organization and individual areas, and why it is a challenge for executives to let change happen.