The journey to create an agile organisation

The journey to create an agile organisation.

Agile organisations are fluid, tactical, experimental, responsive, flexible, ok with lessons learned from failure; many things that traditional organisations struggle with.
To build a contemporary organisation and culture with agility at its heart is a direct challenge to 'the way we've always done things around here'.
It's a journey. This is your map to get through it.

We see 4 pillars as the guardrails for your people to lead by in an agile organisation; we call these the 4A's and have built a talent management framework around these.

To answer these questions, your people and especially your leaders will need a certain set of skills and tools.

We look at leading an agile organisation through a performance management lens. At the end of the day, we feel the future of HR is to turn everyday observations into better performance, of each individual person, and in aggregate for the organisation as a whole. This takes you straight out of agile as a buzzword and into agile as a new way for your people and organisation to thrive.

This series will help you to enable your people with the necessary knowledge and tools.

What is an agile organisation  

1. Plan your route to agile performance management

To begin, what is agile for you, and how will you know when you are done?

Prepare your people for agile ways of working  

2. Prepare for your journey to agile performance management

Are you ready to begin? This checklist for your journey to becoming an agile organization will make sure that you get off to a good start. 

The difficulties of becomming an agile organization  

3. The hill climb at the start of your journey

Agile work takes momentum, and the start of your journey to an agile organization is an uphill battle.
Learn some techniques for reaching the peak. 

Understand who's with you, and who's not to create an agile organization  

4. Understanding your travelling companions

People who use their strengths are 3x more likely to report having an excellent quality of life.
How will you re-orient each individual person away from mundane goals and KPI's and towards being purpose-driven?

Overcoming roadblocks as an agile organization  

5. Are you in a jam, or at a scenic lookout?

Setbacks are inevitable as you move through change. Whether you dwell on them or embrace them is your choice.
Learn how to embrace setbacks as signals that you need to reflect and adjust course.

Gaining support for your agile organisation  

6. Picking up hitchhikers to build a movement

Learn how to support your early adopters, find your influencers, pass the tipping point, and handle detractors.
Becoming an agile organisation requires you to create a movement.

Embrace conflict to accelerate agility  

7. Embracing conflict to accelerate agility

Develop the 3 kinds of trust needed to handle conflict without drama.

You dont need ratings to hold people to account  

8. Performance without ratings 

If you're going to remove ratings as a measure of performance what will you replace it with?
Agile teams live and breathe individual commitment and accountability. How will you get there?

Agile organisations are empowering. How do you do that without bias?  

9. Agile decision making without bias

Agile organizations empower individuals, have fewer meetings, move faster.
How will you do that without bias?

Which is the stronger force in agile organizations; intrrinsic or extrinsic motivation?  

10. Is the fastest way to becoming agile via the toll roads (incentives)?

Are money motivators going to lead to sustainable agility, or are they a throwback to rigid structures?
What might agile organizations do instead?

Is it true that women shouldn't map read?  

11. Women and map reading on the road to an agile organisation

Stereotyping will hold you back on your journey to becoming an agile organisation.
How do you create inclusion so that everyone thrives?

Measuring your level of agility  

12. Measuring progress towards agility

How do you build a sense of progress with modern measures in an agile organisation?
What do People Analytics look like anyway?

Make your employee conversations impactful as an agile leader  

13. Change the record for quality conversations

What types of conversations are essential for agile leaders to master?
As senior leaders in an agile organisation, how do you know that these are happening effectively?

Retrospectives are a key element of agile behaviour for any agile organisation  

14. Reviewing results. The agile organisation retrospective.

Retrospectives are a key agile behaviour.
What should leaders of agile organisations be reflecting upon to prove that agility is working and sustainable?

Agile organisatons empower workers to be autonomous  

15. Autonomy and the self-driving worker in an agile organisation

Set a clear destination, provide continuous performance signals, and regularly re-energise your workers if you want them to drive your agile organisation autonomously.

Change is constant in an agile organisation  

16. Agile HR: Choose the short stay car park

Congratulations. You've built an agile organisation, what now?


We hope that you find the courage to start your journey and the resolve to continue it.

It can be a lonely road which is why the team at Pay Compliment are here to help. 

We've been down this road, we know the twists and turns. If we can help you with your journey, we'd be delighted to share what we know.


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