Achieving Holistic Transformation Through Systems Thinking

In the first part of this two part series on systems thinking, we discussed the risks of sub-optimisation and the potential knock-on effects it can create when teams or leaders focus too narrowly on improving a single area of the organisation. To truly achieve the benefits of an Agile transformation, we need to look beyond optimising one team or one process. The key is in adopting a systems thinking approach that views the entire organisation as an interconnected network of teams, processes, and workflows.

Systems Thinking in Practice: Synchronisation and Cadence

One of the most effective ways to avoid sub-optimisation and ensure smooth collaboration across teams is to focus on synchronisation and cadence. As we discussed earlier in this series, one of the biggest challenges for organisations transitioning to Agile is aligning the work of different teams—especially those that are still using Waterfall practices. However, the challenge goes deeper than just methodology; it’s about ensuring that all teams are working together at the same rhythm.

Just as in a well-run rail system, where trains must depart and arrive at the right times to keep passengers (work) flowing smoothly, Agile teams must synchronise their clocks. By having teams plan at roughly the same time, they can surface dependencies, blockers, and risks early. When one team’s work depends on another’s, having conversations during planning ensures that both teams are aware of the demand and can align their efforts accordingly.

In addition to planning, backlog refinement is another key ceremony that organisations often overlook. While planning helps teams commit to the immediate work, backlog refinement is where dependencies for future work are identified and refined. Regular backlog refinement sessions give teams the opportunity to flag inter-team dependencies well in advance, allowing for proactive management of those dependencies before they turn into blockers.

Continuous Conversations for Continuous Improvement

Agile transformations thrive on continuous improvement, which is only possible if teams have regular opportunities to surface risks, blockers, and inefficiencies. In the same way that empirical process control emphasises data-driven decision-making, Agile transformations must use both data and human conversations to ensure alignment and flow.

Tools like Jira help make work visible by showing metrics like lead time, throughput, and velocity, but metrics alone can only tell part of the story. Regular conversations—whether in planning sessions, backlog refinement, or retrospectives—are essential for surfacing risks and dependencies that tools might not capture. These conversations, combined with regular metric reviews, help teams stay ahead of potential blockers and keep the transformation moving forward.

Building an Ecosystem for Agile Transformation

In conclusion, avoiding the knock-on effects of sub-optimisation requires a systems thinking approach to Agile transformation. Leaders need to view their organisations not as a collection of individual teams but as an interconnected network of dependencies, workflows, and processes. By fostering synchronisation, continuous conversation, and a data-driven feedback loop, organisations can avoid the pitfalls of sub-optimisation and create a healthier, more resilient system that drives true transformation.

The takeaway for leaders is simple: Optimise the system, not the individual parts. By embracing systems thinking, synchronisation, and continuous improvement, Agile transformations can achieve their true potential—delivering value across the entire organisation, not just within isolated teams.

If you're interested in learning more about systems thinking and how to apply it to your Agile transformation, feel free to reach out!