The A5 Canvas: A bridge to Enterprise Agility for traditional companies

In my many years as an organizational change consultant, I’ve come across several tools and frameworks. However, few have proven as versatile and effective as the A5 Canvas , especially when working with traditional organizations looking to adopt new was of working.

The A5 was originally published around 2015, and after that, it was included in my book Leading Exponential Change . Today, I want to explain why the A5 Canvas is such a powerful tool for strategists and change leaders and how it can help organizations like yours transition smoothly to more flexible ways of working. At its core, the A5 Canvas is an iterative method for leading change based on behavioral science that evaluates outcomes and identifies potential solutions and results. It consists of four main quadrants: Current Situation, Expected Behavior, Plan/Assumption, and Metrics and Deadline.

Behind this simple structure lies the ability to drive meaningful change, even in organizations just beginning their agility journey. Let me tell you about my recent experience with a large company. The organization was steeped in traditional project management approaches and was skeptical of Enterprise Agility. The A5 Canvas proved to be the perfect tool to introduce them to more adaptable ways of working ready for disruption. We started by focusing on the ‘Current Situation’ quadrant. This allowed the team to clearly articulate their starting point and create a shared understanding of the challenges they were facing. In the ‘Expected Behavior’ quadrant, we outlined the desired outcomes, not only in terms of project deliverables but also in terms of how the teams should work differently. The ‘Plan/Assumptions’ quadrant was where the magic really began. Instead of creating a detailed, rigid plan like they were used to, we encouraged them to make smaller, testable assumptions. This was a big change for them, but it opened the door to more experimental thinking. Finally, in the ‘metrics and Deadline’ quadrant, we set clear, measurable goals with specific timeframes. This gave the company the structure and control they were used to, while introducing the concept of shorter feedback loops. What I like about the A5 Canvas is that it introduces change concepts in a non-threatening way. It maintains enough structure to feel familiar in traditional organizations while subtly introducing key organizational principles. One of the strongest aspects of the A5 Canvas is its iterative nature. As we went through several cycles with the previous company, they recognized the value of rapid experimentation and learning. They began to embrace the idea of “failing fast” and using these failures as learning opportunities. This was a dramatic difference from their previous approach, which relied on extensive planning followed by large-scale implementation. The A5 Canvas also works well in combination with other tools such as the BOIS model (Behaviors, Objectives, Impact and Sustainability). This combination allows for a holistic approach to change that takes into account both the tactical elements of project management and the human aspects of behavior change.

What I find particularly powerful about the A5 Canvas is that it creates crucial new habits that lead to more resilient companies. It naturally encourages customer obsession but keeps the health of your workforce in mind. It encourages rapid experimentation with mistakes through its iterative approach. It promotes autonomy in the workplace by empowering teams to make decisions based on real-time feedback. And through its cyclical nature, it promotes a culture of continuous improvement. For strategists and change leaders, the A5 Canvas offers a powerful method to lead organizations to greater agility. It provides a structured approach to change that feels comfortable for traditional organizations while gradually introducing more agile ways of thinking and working. In my experience, one of the most valuable outcomes of the A5 Canvas is that it encourages openness to change further. When managers or leaders see that the iterative process works and observe how positively employees react to this new way of working, they become more open to wider agile changes. It also allows you to have the different iterations in one place. If you’re a strategist or change leader working with a traditional organization that is hesitant about agile methods, I highly recommend you consider the A5 Canvas . It’s a fantastic tool for bridging the gap between traditional project management and new change approaches.

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