By Dennis van der Spoel
Most agile transformations start out bottom up. Agile coaches and trainers start to explain about VUCA (Volatility, Uncertainty, Complexity, and Ambiguity), and how traditional ways of project management are at odds with the demands of a VUCA environment.
Of course, some buy-in from management is needed. So, managers get appointed an enabler role, but spend most of their time along the sidelines. And when agile transformations do not go according to expectations of the teams, it’s always the fault of management. And usually middle management gets stuck in a squeeze.