Monetical.Agile Designing an Agile Organisation

Ensuring the Agile transformational program focusses on laying down the foundation for developing an Agile Mindset and creating the appropriate operating models to support the execution of Agile Ways of Working.

Six individual phases covering all aspects of a successful design based on the results of several capability assessments ensure the program starts with a clear definition of the current organisation’s capability, which creates an ability to constantly monitor the progress of the Agile transformational program.

Stage 1 of the Monetical.Agile transformational framework guides the transformational change team through these important prerequisite activities with the support for Agile Coaches, Change Agents and Scrum Masters.


Organisation and Tribe Capability

Before any Agile transformational program commences it’s imperative the change team captures baseline performance data across a number of functions.

Calculate the added-value of the adoption of an Agile Mindset and Ways of Working bring to the organisation.

Two sets of baseline performance data is needed:

  • Operational and Commercial capability

  • Benchmark 10 Enterprise capability


Operational and Commercial CapabilitY (Ops&COM)

Data that represents the organisation’s current operational and commercial capability is used throughout the organisation’s use of Monetical.Agile and its suite of applications to measure and adapt the performance of the Agile transformational program.


The Marketing capability assessment seeks to establish three distinct data sets that relate to a product or project lifecycle:

  • Time taken to create and approve a successful business cases

  • Level of direct Customer engagement in the definition of requirements through the project life cycle

  • Average elapsed time between approving a business case and Go Live

Financial Management

The Financial Management capability assessment seeks to establish three distinct data sets that relate to a product or project lifecycle:

  • Accuracy of implementation cost estimates (i.e. expenses)

  • Accuracy of financial benefit estimates (i.e. income)

  • Accuracy of Return on Investment timeline (i.e. number of months)


The Sales capability assessment seeks to establish six distinct data sets that relate to a product or project lifecycle:

  • Qualify the value of individual opportunities

  • Quantify the sales value of individual opportunities

  • Ease of access and the accuracy of Sales forecast data

  • Period 1 to period 2 sales income and volume

  • Ability to track actual benefits against forecast

  • Identify factors influencing opportunity outcomes

Service Delivery

The Service Delivery capability assessment seeks to establish five distinct data sets that relate to a product or project lifecycle:

  • Ability to delivery what is required

  • Maintain profitability from service delivery

  • Demonstrate quality/value to Customers

  • Ability to manage change effectiveness

  • Accurately audit service delivery activities

Support (Customer Services)

The Support (CS) capability assessment seeks to establish four distinct data sets that relate to a product or project lifecycle:

  • Reduce the average length of an open support call

  • Increase Customer retention

  • Reduce the number of recorded support calls

  • Reduce Customer complaint numbers

Note. Some organisations may chose to tailor these capability assessment datasets to accurately reflect their own business.


The Engineering (development/construction) capability assessment seeks to establish multiple data sets that relate to the organisation’s core creation (lifecycle) capabilities as part of the Agile Transformation:

  • Team level engagement and expertise

  • Productivity (elapsed full lifecycle)

  • Rework rates per release (defect ratio)

  • Reporting accuracy and visibility

  • Feature definition and acceptance rates



The Employee capability assessment seeks to establish three distinct data sets that relate to the organisation’s core capability, (their staff), which undergo a significant change as part of the Agile Transformation:

  • Employee satisfaction

  • Employee tenure (annual turnover rate)

  • Employee wellbeing

The Customer capability assessment seeks to establish three distinct data sets that relate to the impact the Agile Transformation has had on the organisation’s customer base:

  • Customer satisfaction (i.e. Net Promoter Score)

  • Customer loyalty

  • Customer engagement


benchmark 10 enterprise capability

Benchmarking ten enterprise capabilities against industry best practices, (Organisational Innovation, Organisational Communication, Knowledge Management, Facilities Management, Operational Management, Sourcing Management, Commercial Execution, Resource Management, Customer Services, Financial & Legal).

Assessment results reveal how the current organisation compares to industry known best practices and lays down a roadmap for improvement that can be incorporated into the Agile transformational journey.



Using phrases such as “becoming or being Agile’ by individuals, organisations and some self-claimed experts has fuelled confusion across the industry. because it doesn’t accurately reflect what being Agile means. As Agile adoption increased a swell of people have come to realise that for Agile to truly deliver on its promise, the entire organisation needs to embrace an Agile Mindset and ways of working so that a two-track organisation isn’t formed:

  • with software and I.T. pressing a short-cycle strategy (i.e. 2 weekly Sprints)

  • the rest of the organisation maintain an annual-cycle as dictated by the existing financial planning cycle and governance.


When developing Monetical.Agile the team at Monetical were conscious of the need to make a clear distinction between the need for organisations to:

  • ‘instil an ‘Agile Mindset

  • adopting ‘Agile Ways of Working’

An Agile organisation is one that has a customer-focused short cycle of learning mindset geared to meet an ever-changing external landscape and internal capabilities

Agile mindset

Agile Ways of Working

Creating a collaborative, customer-focused short cycle of learning mindset, requires:

  • a permanent change to the organisation’s DNA

  • empowering teams to determine the ‘How’

  • celebrating failure / creating a test-and-learn culture

  • embedding a Plan, Do, Check, Adjust cycle everywhere

Adopting the right ways of working to meet the unique characteristics of the project or solution

Too often an Agile transformational program is seen in black and white, or a one-size-fits-all process. Rather it should be tailored based on the nature, type or maturity of the product or solution being developed.

Approach - MINDSET

Approach - ways of working

Discover how to bring about a permanent change of the organisation’s DNA, i.e. ‘being completely customer centric, so that it instinctually analysis opportunities and threats quickly to respond to unforeseen circumstance’ isn’t easy.

Bringing about a permanent change to the way large organisations operate must take account of:

  • leadership strategies that are focused on delivering shareholder value by adopting an M&A strategy or driving out cost.

  • middle management preoccupied managing day-to-day activities to meet this year’s commercial and operating targets rather than organisation behavioural change matters.

Tailored leadership coaching is needed that focusses on four key topics:

Agile Added Value
Demonstrates clear how the adoption of Agile Ways of Working and a Agile Mindset (i.e. customer centric obsession) will improve the overall success of their particular part of the organisation.

Change Leadership Behaviour
Extensive effort is needed to bring about the adoption of servant leadership behaviour, so that:

  • the implementation ‘i.e. the how’ is left to the teams having received clear ‘what’ requirements

  • the entire organisation appreciates the value of ‘learning fast/failing fast’ and when appraising performance the behaviour is seen in a positive light

Dedicated training and coaching of leadership needs to bring about change to the following traits:

  • Stop: Micromanaging, directing the team

  • Stop: Scrutinising the team’s work

  • Stop: Estimating on behalf of the team

  • Start: Providing clarity on desired outcome

  • Start: Leading by example

Customer Centricity

Demonstrate how a Customer centric Agile mindset will help them:

  • regain the ‘hearts and minds’ of the customer

  • identify critical customer features and functions

  • appreciate why they must place greater importance on “the customer experience from purchase to support

  • develop an iterative minimum testable, minimum releasable and a minimum lovable product strategy

Helping project teams tailor its approach to Agile adoption for each of the four phases of operation:

  • Retain current ways of working and develop an Agile Mindset (customer centricity and leadership).

  • Retain current ways of working, adopt Agile principles and introduce customer centric iterations of delivery whilst retaining current structures.

  • A comprehensive program shaping the future operational model, HR organisation, finance management, governance. Commence a number of pilot projects.

  • Full Agile Ways of Working and constant optimisation of the maturing Agile organisation.

Agile Leadership Shift Triangle

Agile Leadership Shift Triangle

Risk & Value

Dedicate training and coaching is needed so that leadership team are reassured that no un-necessary risk or disruption of existing commitments and targets.


  • carryout dedicated one-on-one coaching and training across a number of months

  • provide leadership coaching that places emphasis on how to quickly breakdown a set of complex objectives into a number of smaller, incremental ones

  • explain how to define and measure the incremental value they create

Permanent change is based on an understanding and appreciation of how Agile Ways of Working will contribute to changing their mindset because they’ll truly understand:

  • what is customer value

  • the importance of breaking complexity down

  • value of a frequent inspection and adapt cycle


Organisation or Tribe Design (Goals)


The Organisation or Tribe Design phase of the Agile by Design transformational framework guides organisations to tailor the ways of working and Agile teachings on a project by project and not a big-bang, one-size-fits-all, top-down implementation approach.

  • Core teams defines a Timeline that consists of a series of iterations each with a specific set of objectives, key results and key performance indicators.

The Core team is led by Business and Technical Lead, who themselves are responsible for:

  • create a organisational Design Stage Timeline

  • define the business purpose as a set of business objectives

  • define a set of high-level Key Performance Indicators

  • produce a Solution Statement using Lean Canvas

  • specify finance and budget requirements

  • tailor the Organisational Mobilisation Blueprint

  • engage other stakeholders and contributor


Agile Design Activities (Team or Squad Design)


When forming Teams and Squads to deliver customer-centric solutions by applying Agile principles the Core Team should consider the following:

  • Appoint a Product Owner who can speak on-behalf of the Customer

  • Define core business objectives that will be used to shape the Product Backlog (i.e. calculate Business Value Score)

  • Perform a Competency and Capability Assessment to ensure Team or Squad has the right membership with end-to-end responsibility and are empowered

  • Produce a Solution & Marketplace Definition (i.e. Pitch) that relays a clear and concise objective for the Team or Squad

  • Provide focus for the initial release by describing the initial target segment

  • Complete a high-level SWOT analysis

  • Identify any initial Learning & Development needs

  • Create a Communication Matrix (ownership, communities, format and timeline)

  • Agree on an implementation kickoff/launch date

business Objectives & key results (OKR)

What does early success look like for the Team or Squad?


Determining how the success of the Team or Squad will be tracked and measured requires the definition of a series of Business Objectives and a number of Key Results prior to mobilising the resources.

These Business Objectives and Key Results then need translating into a number of Key Requirements that can be completed within the first quarter. The progress made against these initial Key Requirements will validate the Team or Squad suitability. Furthermore, the Core Team must define a series of Key Performance Indicators (KPIs) that are not mistaken for Business Objectives. KPIs are associated to sub-elements of each Key Result so that progress can be monitored during the early stages of the project on a monthly basis.

The definition of the initial series of OKRs calls for the publication of the following information tailored to the first period of implementation:

  • Publish an In and an Out Statement (i.e. pitch)

  • Stakeholder matrix (e.g. customer, contributor, influencer)

  • Creation of a baseline Stakeholder needs & wants

  • Executive Sponsor Identification & Engagement

  • Stakeholders validation of value proposition

  • Evaluate organisation & team inter-connections

Buy-in (Go/No Go)

Is the newly formed Team or Squad ready for launch? Have they been set-up for success?

The final activity in successfully Designing an Agile Organisation requires a comprehensive presentation, review and approval of all the information that has been prepared for the sponsors and business leaders. The Core Team is also responsible for completing a number of additional activities, (see below) that form part of a Formal Go/No Go decision-gate.

  • Agile foundation & advanced training

  • Secure suitable colocation office space for Team or Squad

  • Select suitable Agile tools and applications

  • Confirm availability for proposed Team or Squad

  • Schedule Go/No Go decision-gate meeting

  • Agree Team Mobilisation start date (formal kickoff/lift off)