Agile at Scale

Four recommendations to gain enterprise-wide agility

Agile – Scaling to survive

In a world in which the average lifespan of an S&P constituent company has declined by two-thirds in the past 60 years, agility – the ability to adapt rapidly to market and environmental changes in a productive and cost-efficient way – is the key to survival. But it’s not enough to merely “do” Agile. To survive these days, you also have to “be” Agile. And yet, although the overwhelming majority (90%) of organizations today practice Agile to some extent, a mere 20% ever achieve maturity.

Follow the frontrunners

To understand why this is the case, for the new report by the Capgemini Research Institute, Agile at Scale, we conducted in-depth interviews with over 45 executives from global organizations in various sectors that have scaled Agile beyond IT or at a program or portfolio level. We found that Agile frontrunners simply do things differently. They:

  • Experiment: Start with customer-focused initiatives; scale gradually
  • Orient: Change culture by changing behaviors and develop T-shaped -skills
  • Govern: Link Agile portfolio planning and operations with business strategy
  • Accelerate: Modernize IT with DevOps and microservices

Easy come, easy go

Scaling Agile can reap significant results, but it isn’t always easy. Culture and mindset constitute the biggest obstacles, but organizations often face technical, business, and even leadership hurdles as well. That’s why it’s so important to embrace the characteristics of Agile frontrunners. Doing so will eventually help create a culture that encourages experimentation, learning, and adaptability to changing conditions.

Subscribe to receive an advance copy of new reports from the Capgemini Research Institute

Report – Agile @ Scale

File size: 1.67 MB File type: PDF

Infographic – Agile @...

File size: 1.06 MB File type: PDF

Sound Bites

Jeff Farney – vice president, Information Technology, SouthWest Water Company

Among the many aspects of Agile are the ability to move more rapidly, adapt to market conditions faster, and gain value in incremental components.

Michel Levaslot, deputy director for Transformation at Pôle Emploi

Do not forget to introduce Agile methods and agility to the teams which initially may appear ‘out of scope.’ We must also introduce them to the method, train them and associate with them if we want the transformation to succeed.

Evgueni Iakhontov of Origin Energy

The key is to make it a partnership rather than just saying - here is a fixed scope, give us a fixed price, and we will hold you to account. So it basically counts both ways since it is sharing the risk and it is also sharing the reward. That's what has made the Agile contracts possible.

About the Capgemini Research Institute

Capgemini Research Institute

Capgemini’s #1 ranked in-house think tank on all things digital


Claudia Crummenerl

Expert in Change Management and HR Transformation, Human Resource, Workforce Transformation

Jonathan Kessel-Fell

Agile Transformation and Organisational / Cultural Change. University Qualified Facilitator and Global Content Owner of all Agile Training Certified Enterprise Agile Coach and Trainer