Agility Map
v. 1.1
This is an updated version of my original introduction of Agility Map in 2019.
Why an Agility Map
Since the introduction of Agility Map in 2019, significant global changes have occurred, with COVID-19 and artificial intelligence (AI) being two prominent examples that have substantially impacted business landscape and the ways of working. The Wall Street Journal reported on April 16, 2021, that "the pandemic resulted in the permanent closure of roughly 200,000 U.S. establishments." This impact extended beyond small and medium-sized businesses, affecting large corporations such as JC Penney and Hertz, which filed for Chapter 11 bankruptcy largely due to the impact of the pandemic. Regarding AI's impact, many uncertainties remain. Even experts in the field hold divergent opinions on issues such as AI safety, AI bias, and the timeline for achieving artificial general intelligence (AGI).
In today's uncertain world, the pace and scale of change have been accelerating exponentially, with this acceleration continuing to increase. In this rapidly evolving environment, agility and resilience have become critical for businesses in all industries. Companies that proactively and intentionally enhance these qualities will be better positioned to thrive, while others may struggle to survive.
Before a company can improve its agility and resilience, it must establish a clear and shared understanding of these concepts. The term "agility" can have different meanings for different people. One of the primary challenges Agile coaches face is helping individuals, especially organizational leaders, understand what agility means in the context of their specific situation. Moreover, people's understanding of agility often deepens as they gain experience with Agile methodologies over time. Due to this evolving nature of agility comprehension, the question "What does agility mean to you?" is less about finding a definitive answer and more about gauging where individuals are on their Agile journey.
Organizational agility serves as a leading indicator of a company's health, predicting its ability to navigate change effectively. In contrast, resilience emerges as a lagging indicator, reflecting the long-term outcomes of Agile mindset and Agile practices. Resilience results from achieving an optimal level of agility that aligns with both internal factors (such as organizational structure and culture) and external factors (like market conditions and regulatory environments). The relationship between agility and resilience is synergistic rather than linear. While agility enables quick responses to challenges and opportunities, resilience represents the company's enduring capacity to withstand and recover from disruptions.
To achieve a comprehensive understanding of agility and resilience, it's crucial to have a frame of reference. I envisioned a tool that individuals and organizations could use to assess their position on their Agile journey and identify their next steps. This tool should also illustrate the impact of each decision, clearly showing decision-makers whether their choices align with or deviate from their agility goals.
With this vision in mind, I created the Agility Map. This tool draws inspiration from the four Agile Quadrants developed by Lyssa Adkins, Michael Spayd, and Michael Hamman. Additionally, the Integral Agile Transformation Framework, created by Michael Spayd and Johannes Schartau, significantly influenced my approach to this concept.
About the Agility Map
The Agility Map is not designed to be a comprehensive theory or an all-encompassing framework. Rather, it serves as a practical tool providing Agile practitioners with a frame of reference as they navigate the complexities of Agile transformation efforts. While not perfect, this tool is intended to evolve over time through collaboration with fellow Agile practitioners who use and seek to improve it.
The Agility Map's core structure is inspired by Ken Wilber's Integral Model. The left side represents an organization's internal aspects, including processes, tools, structures, and culture. The right side depicts external-facing elements such as products, services, customer interactions, and market strategies. The upper half of the map focuses on aspects that a team or group of teams can influence. This is where the Agility Map diverges slightly from the Integral Model; in the context of organizational agility and resilience, I consider the smallest unit to be a team rather than an individual. The lower half addresses aspects that impact the entire organization, such as company culture, funding models, and business strategy.
The colored circles can be considered as another dimension of the Agility Map. The colors represent the organizational development stages. I adopted a subset of the colors that Fredric Laloux described in his book Reinventing Organizations.
4 Colors
It is important to point out that one stage is not inherently better than the other. It all depends on the social and economical environment an organization is in. For example, in a chaotic environment where everyone is fighting to keep their own job at all costs, an Amber-style stability is more appropriate than a Teal-style self-governance.
4 Quadrants
Team Agility
This quadrant encompasses the comprehensive ecosystem of internal processes, practices, tools, frameworks, and technology stacks essential to modern product development and service delivery. Within this space, traditional Waterfall methodologies are predominantly concentrated in the Amber and Orange areas, while Agile practices occupy the Green space. The Agile domain incorporates a diverse range of elements, examples including:
Collectively, this quadrant represents the practical implementation of Agile principles, often referred to as "Doing Agile." It encapsulates the tangible methodologies, tools, and practices that organizations employ to embody Agile values and principles in their day-to-day operations.
Product Agility
Product Agility refers to an organization’s ability to continuously adapt, respond to customer needs, and generate revenue in a dynamic and fast-changing environment. Product Agility embodies the mindsets, practices, and metrics that enable teams to innovate and deliver the right products and services at the right time.
In the Amber and Orange paradigms—characterized by control, structure, and hierarchy—teams often rely on traditional project-based practices. These may include Big Bang IT system releases, where large, complex systems are launched all at once, and massive data migrations that are high-stakes and resource-intensive. Project-based workflows in this space are typically governed by rigid schedules, with pre-defined milestones and post-release warranty periods, which can limit an organization’s responsiveness to market shifts or emerging customer demands.
On the other hand, organizations operating in the Green paradigm—focused more on collaboration, purpose, and empowerment—exhibit higher levels of Product Agility. Here, teams embrace more iterative and customer-centered approaches to product discovery, development, and delivery. Examples include tools like the Value Proposition Canvas, which ensures a deep understanding of customer needs and how a product can meet those needs; A/B testing, which enables data-driven decision-making by testing hypotheses in real-time with users; and the true Minimum Viable Product (MVP) methodology, where a product is launched in its simplest, most functional form and improved incrementally based on user feedback.
By comparing these paradigms, it becomes clear that the journey toward greater Product Agility is not just about adopting new processes and new technologies, but also about shifting organizational culture. While an Orange organization may succeed in delivering large-scale projects, it can struggle with the speed and flexibility required to thrive in today’s markets. A Green organization, however, is better positioned to deliver continuous value through faster iteration cycles, ongoing learning, and a deep commitment to customer satisfaction.
Organization Agility
Organizational Agility refers to an organization's ability to swiftly and effectively adapt its internal structure to align with evolving business needs and market conditions. Companies that exhibit high levels of Organizational Agility can reorganize with minimal disruption to customer experience, team morale, and overall productivity.
The Amber paradigm is characterized by rigid hierarchy and strict adherence to the chain of command. In organizations operating in this stage, multi-level hierarchies dominate, and employees are expected to follow a clear and formal structure. Decision-making is typically concentrated at the top, with authority cascading down through defined channels. While this can provide stability and predictability, it often hampers the organization's ability to respond swiftly to changes in the market or business environment. Amber organizations may struggle with agility because their processes are deeply rooted in tradition and control, which can slow down decision-making and adaptability.
In contrast, organizations that operate within the Green paradigm embrace flatter structures and greater openness. These companies foster a more collaborative culture, where open-door policies are common, and communication flows more freely across levels. Decision-making is still somewhat centralized, but leaders are more accessible, and employees are empowered to voice their ideas and take initiative. A company with a Green organizational structure is better equipped to reorganize in response to change, as the lack of rigid hierarchy allows for greater flexibility and adaptability. Team members can shift roles more easily, and the organization as a whole can pivot with fewer obstacles.
In the Teal paradigm, organizations operate with self-managing teams and a decentralized leadership model. In a Teal organization, traditional hierarchies are virtually non-existent. If you were to walk into such a company, it might be difficult to identify formal leaders because everyone is empowered to act as both a leader and a doer. Decision-making is distributed, and teams are highly autonomous, which allows the organization to reorganize and adapt in real time based on shifting priorities. This structure fosters a culture of shared ownership, innovation, and resilience, as employees are trusted to make decisions in the best interest of the organization and its customers.
Business Agility
Ken Schwaber, co-creator of Scrum, once said, "Agility is an organization's ability to harness change for its competitive advantage." This statement captures the essence of Business Agility—the capability of an organization to not only respond to change but to leverage it strategically for growth and competitive differentiation. Business Agility is the basis that provides purpose and direction to the other elements of agility, such as Team Agility, Organization Agility, and Product Agility.
Within the Business Agility quadrant, we find the key business strategies and objectives that drive an organization’s adaptability. These include high-level goals like market positioning in emerging sectors, horizontal or vertical growth strategies, and market share targets. For instance, if a company is financially stable and focused on steadily increasing market share through its existing products over the next three years, this organization operates primarily in the Orange space. Orange is a paradigm marked by a structured, predictable approach to growth, where success is measured by well-defined objectives and incremental progress within established markets.
In contrast, an organization with higher Business Agility might adopt a more dynamic, innovation-driven strategy. For example, if a company sets a goal that 30% of its future revenue will come from new products, its strategy reflects the Green space—a more adaptive, forward-thinking paradigm. Green organizations embrace experimentation, innovation, and the pursuit of new markets, understanding that future growth depends not only on improving existing offerings but also on expanding into uncharted territory.
However, the level of Business Agility that an organization can achieve is contingent on the alignment of other aspects of agility within the company—specifically, Team Agility, Organizational Agility, and Product Agility. An organization that is primarily operating in the Orange space in these other quadrants may find it difficult to elevate its Business Agility to the Green level. For example, rigid project management processes (Orange Team Agility), hierarchical organizational structures (Amber/Orange Organizational Agility), and traditional product development cycles (Orange Product Agility) can inhibit the organization's ability to pursue more agile business strategies. These constraints create barriers to quick adaptation and market responsiveness.
On the other hand, a strong organizational imperative to achieve higher Business Agility can act as a catalyst for transformation in the other quadrants. If a company recognizes the need to evolve its business strategies to stay competitive or capitalize on new opportunities, this urgency can drive changes in Team Agility, Product Agility, and Organization Agility. For instance, the pursuit of new markets or innovative product lines might require the organization to adopt more flexible team structures, embrace iterative development cycles, or implement more adaptive leadership models.
In this way, Business Agility serves as both the goal and the driver of transformation across the entire organization. A company’s ability to successfully navigate and leverage changes in its business environment depends not only on its strategic vision but also on how well its internal structures, processes, and cultures support that vision. Ultimately, organizations that achieve a high level of Business Agility are better positioned to thrive in uncertain and rapidly changing markets, as they are able to pivot quickly, experiment with new approaches, and seize opportunities through innovation.
2 Principles
Principle #1: Sustainable agility is achieved through balanced advancements across all four quadrants.
The items in the four quadrants are interdependent. External-facing aspects on the right side of the map require support from internal-facing items on the left; otherwise, they lack a solid foundation. Conversely, each internal-facing item should have a clear purpose related to the external-facing elements. If an improvement on the left lacks a corresponding item on the right, its value should be scrutinized before investing resources.
Items in the Organization Agility quadrant provide the foundation for effective Agile practices. Without a robust organizational support, these practices become top-heavy, rendering them neither effective nor sustainable. Ultimately, all items should contribute, either directly or indirectly, to the Business Agility quadrant.
Upon analyzing my previous Agile transformation efforts using the Agility Map, it became evident that most activities were concentrated in the Team Agility quadrant. This visual indicator suggests that Team Agility efforts were not balanced with items in other quadrants. I believe this imbalance is the root cause of many challenges faced in Agile transformation initiatives.
Principle #2: Items in the same colored circle synergize well.
A key advantage of the Agility Map is its ability to visually represent correlations between items in different quadrants through color-coded circles. Items within the same colored circle across quadrants demonstrate strong synergies, while those in different colored circles may lack synergy or even be incompatible. For instance, DevOps practices align well with Frequent Releases, both occupying green spaces in their respective quadrants. However, DevOps practices do not offer comparable benefits to Big Bang Releases, which are situated in the orange space.
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True North
The "true north" of any Agility Map should encompass a company's core values, mission, and vision. These enduring foundations remain stable even in rapidly changing environments, providing a steady guide amidst constant external shifts. They ensure that the changes a company undertakes remain aligned with its core purpose.
Map Context
An Agility Map can be applied in various organizational contexts, making it essential to clearly define the map's goal and level.
Goal of the Map: The Agility Map serves different purposes, such as a current state assessment or a business strategy session. This section clarifies the specific intent of the map.
Zoom Level: Agility Maps can be used at the enterprise, business line, or team level. The Zoom Level section provides critical context for both the map's creator and its audience.
Map Legend
When populating the Agility Map, it's helpful to use simple and consistent components. Below is a basic legend for reference:
Pro-tip: The size of each item on the Agility Map should correspond to its relative significance, whether it's the effort required, the associated risk, or the potential impact of the item.
How to Use the Agility Map
Similar to using a map for a road trip, the Agility Map helps answer three key questions about your organization's Agile journey: "Where are we?", "Where are we heading?", and "Are we there yet?”
Where Are We?
The following activities and workshops are commonly used to assess the current state. The Agility Map is particularly useful in creating a comprehensive, holistic view of the organization's current state when conducting this type of activities.
Where Are We heading?
When envisioning the future and planning the path to the desired state, company thought leaders can use the Agility Map to explore the causal relationships between items across all four quadrants. This helps create a balanced approach focused on sustaining change. The Agility Map can be effectively utilized in the following activities and workshops.
Are We There Yet?
Just as you would frequently check a trail map when hiking in unfamiliar territory, you should regularly review the Agility Map during your Agile journey. Use it to monitor progress, celebrate achievements, and determine if adjustments to the plan are necessary. The Agility Map can be utilized both individually for free-form reflection and in group settings to establish a common understanding. It can be particularly useful in the following activities:
Examples
Mapping the 12 Agile Principles
Here is an example of mapping the 12 Agile principles on the Agility Map.
When the 12 Agile principles are visualized on the Agility Map, some key observations emerge:
This visualization serves as a reminder to Agile coaches: as we guide businesses toward overall agility, we must also provide more guidance in the other three quadrants, particularly in Business Agility, to ensure a balanced and comprehensive approach.
Agility Map Used by an Agile Coach
The following example illustrates how an Agile coach can utilize the Agility Map:
An Agile coach assesses an organization's current Agile state and plots the findings on the Agility Map. By applying the two Agility Map principles, she analyzes the data and uncovers several insights:
Armed with these insights, the Agile coach collaborates with her clients to identify their next objectives and strategies. They begin in the Business Agility quadrant, establishing a primary goal of achieving 21% market share. This objective necessitates faster product releases.
Based on this shared understanding, they set a new Product Agility goal: implementing monthly release cycles. To support this, several items are identified in the left quadrants. The clearly defined goals on the right side provide purpose and measurable outcomes for the team's efforts to enhance Agile mechanics and organizational agility.
This approach reframes the implementation of automated functional testing not as an end goal, but as a means to achieve monthly release cycles. The team's success is measured not by the number of automated test scripts created, but by their ability to achieve monthly releases in a sustainable way. Concurrently, they test the hypothesis that monthly release cycles will contribute to increasing market share.
What’s Next?
While the preceding examples primarily relate to software product development, the Agility Map is equally applicable and beneficial to other organizational departments and industries. Non-profit organizations can also derive significant value from leveraging the Agility Map.
Regardless of your industry—be it software development, manufacturing, education, or any other field—I encourage you to experiment with this tool. Please share your experiences in the Agility Map group. For specific questions, feel free to contact me directly on LinkedIn.
Join the Agility Map community on LinkedIn: https://www.dhirubhai.net/groups/14083060/
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