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transformations are different. 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} </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/christopher-handscomb"><img src="/~/media/mckinsey/our people/christopher handscomb/christopher-handscomb_headshot1_988x741.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt=""/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/christopher-handscomb" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Christopher Handscomb</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Leads our work globally on organisation for players in the energy industry, and supports companies across sectors on enterprise-wide agile transformations.</p></div></div></div><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-1 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-1 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/david-honigmann"><img src="/~/media/mckinsey/our people/david honigmann/david-honigmann_profile_1536x1152.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="David Honigmann"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/david-honigmann" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">David Honigmann</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Works with leaders and their teams to craft and deliver narratives that inspire change</p></div></div></div><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-2 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-2 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/mrinalini-reddy"><img src="/~/media/mckinsey/our people/mrinalini reddy/mrinalini-reddy_headshot_988x741.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="Mrinalini Reddy"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/mrinalini-reddy" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Mrinalini Reddy</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Partners with clients globally on a range of strategic communications and content topics, with a focus on organizational change, M&A, and ESG.</p></div></div></div></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f BlogEntryContent_mck-c-blog-entry-content__tag-container__b0iuz mdc-u-grid-gutter-xxs"><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/agility" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Agility</span></a></div><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/change-management" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Change management</span></a></div><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/leadership" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Leadership</span></a></div></div></div><div class="mdc-o-content-body"><p><span class="BlogEntryContent_mck-c-blog-entry-content__display-date__vCR9M"><time dateTime="2021-08-30T00:00:00Z">August 30, 2021</time></span>More organizations are seeking <a href="/capabilities/people-and-organizational-performance/our-insights/the-impact-of-agility-how-to-shape-your-organization-to-compete">to become “agile”</a>—a term that began in software development but now encompasses many efforts to <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-age-of-speed-how-to-raise-your-organizations-metabolism">work faster</a> and more effectively in teams built around customers rather than silos.</p> <p>Communications around agile transformations are different than in other transformations:</p> <ul> <li>Agile is a philosophy rather than an outcome. High-frequency, two-way communication is required to gather sufficient feedback and pivot principles and objectives as needed.</li> <li>Agility often means moving to a <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/fitter-flatter-faster-how-unstructuring-your-organization-can-unlock-massive-value">flatter hierarchy</a> and <a href="/capabilities/people-and-organizational-performance/our-insights/for-smarter-decisions-empower-your-employees">empowering employees</a> at all levels to make decisions, forcing leaders to find <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/paradigm-shift-for-leaders">new ways</a> to influence and manage.</li> <li>Messages will be different. The distinctive language and terminology of agile can be bewildering or alienating, and people may be skeptical about the need for change and feel overwhelmed by new ways of working.</li> <li>The cycle time is quicker in agile transformations, and messages and terminology must be repeatedly communicated to sink in.</li> </ul> <p>In light of these differences, how can communicators prepare for and shape a <a href="/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations">successful</a> agile transformation?</p> <ol> <li><strong>Prioritize inspiring leaders and showing what leadership looks like in an agile world.</strong> Agile “go-and-sees” allowed a Filipino retailer to hear first-hand experiences of <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/what-does-a-helix-reorganization-look-like-part-two">peer organizations</a> that embarked on similar transformations. Dedicated “Ask Me Anything” sessions can also help frontline managers understand the rationale behind the approach. Such a session helped leaders in a hierarchical public-sector organization become comfortable with empowering their teams and giving up control.</li> <li><strong>Start with the why.</strong> Successful messaging shares context, aspirations, and tangible benefits. Communicators should be honest and transparent when discussing <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/four-considerations-for-helix-success-beyond-structure-part-three">implications</a> for individuals, including what happens to jobs, teams, career progression, and performance evaluation. For example, a regional insurance player ran a series of change story workshops to help senior leaders craft their personal narratives. Detailed FAQs were also invaluable in preparing leaders to communicate rationale and implications for individual roles.</li> <li><strong>Plan for triple or quadruple the normal volume of communications—and start early.</strong> Use multiple channels, clear materials, and multiple voices to ensure the size of the change is understood. Quickly release high-level content (e.g., aspirations) and later increase the level of detail (e.g., precise set-up of agile units). Don’t wait to build the perfect plan. Objectives will change as the transformation scales, from initially building awareness of agile concepts to creating conviction and commitment in subsequent phases.</li> <li><strong>Go direct, using a combination of formats.</strong> A global bank scaling agile across its organization combined CEO-led townhalls, high-quality videos, and a comprehensive microsite to bring concepts to life and explain meaning for the organization. Such leadership involvement is particularly important at the start for credibility. <p>As frontrunner adopters gain momentum, authentic stories from the frontline can also demonstrate value and benefits. One telecommunications company mobilized a network of peer change agents to gather feedback and refine approaches.</p> <p>Additionally, modern communication methods signal a new approach. One company made a series of podcasts with internal experts and encouraged employees to listen during exercise breaks. Another used superheroes as a visual metaphor to demonstrate an agile team of specialized experts working towards a common mission.</p> </li> <li><strong>Role model through communication.</strong> Internal communications must display formidable agility itself. Communicators, like their colleagues, must become comfortable with working quickly and correcting where necessary. Nothing undermines agility like lengthy approvals—communicators need to temper their instincts for caution and make bold decisions.</li> <li><strong>Apply “MVP” thinking and refine constantly.</strong> Minimum viable product (MVP) thinking often means starting with imperfect products, then iterating and improving. Daily or weekly meetings and collaboration platforms can enable fast decision making and content iterations. Successful communicators also gather real-time data through short pulse surveys and quick informal feedback, then <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/real-world-lessons-to-jumpstart-an-agile-culture-shift">apply learnings</a> to their work.</li> </ol> <p>An agile transformation means change for everyone, including <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-to-become-an-agile-cio">leaders</a> and communicators. The above guidelines will ensure that the whole organization is on the same page—leading to a smoother, more agile transition to new ways of working.</p></div></div><aside class="mdc-u-grid-col-lg-start-11 mdc-u-grid-col-lg-span-2 BlogEntryContent_mck-c-blog-entry-content__side-bar__YsMpJ"></aside></div></div></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="BlogPromo_mck-c-blog-promo__hSsYu BlogPromo_mck-c-blog-promo--full-width__pKXqL mck-u-animation-slide-up BlogEntryContent_mck-c-blog-entry-content__promobar___qKLu" data-layer-region="blog-one-click-module"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg"><div class="mck-o-container"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg mck-o-container--wrapped mck-o-container--mobile-spacing BlogPromo_mck-c-blog-promo__content__31yfC BlogPromo_mck-c-blog-promo__content--center__JdBp3"><div class="mdc-u-align-center"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3">Learn more about our People & Organizational Performance Practice</h3></div><div class="BlogPromo_mck-c-blog-promo__form-wrapper__bLL16 BlogPromo_mck-c-blog-promo__form-wrapper--width-auto__6v1YB"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-Center"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/how-we-help-clients" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Learn more</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Unleashing the power of communication in agile transformations","displayName":"Unleashing the power of communication in agile transformations","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"edcec681-c568-4d84-973a-a72f4a21547e","itemLanguage":"en","itemVersion":2,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"d929136a-019a-4786-8072-3e3a60b2f31c","templateName":"Blog Entry","placeholders":{"jss-main":[{"uid":"e18e4703-f541-45d8-89c1-d5d8407f1708","componentName":"BlogEntry","dataSource":"","fields":{"data":{"blogEntry":{"title":{"jsonValue":{"value":"Unleashing the power of communication in agile transformations"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"Communications around agile transformations are different. Here\u0026rsquo;s how communicators can prepare."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2021-08-30T00:00:00Z"}},"body":{"value":"\u003cp\u003eMore organizations are seeking \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-impact-of-agility-how-to-shape-your-organization-to-compete\"\u003eto become \u0026ldquo;agile\u0026rdquo;\u003c/a\u003e\u0026mdash;a term that began in software development but now encompasses many efforts to \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-age-of-speed-how-to-raise-your-organizations-metabolism\"\u003ework faster\u003c/a\u003e\u0026nbsp;and more effectively in teams built around customers rather than silos.\u003c/p\u003e\n\u003cp\u003eCommunications around agile transformations are different than in other transformations:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eAgile is a philosophy rather than an outcome. High-frequency, two-way communication is required to gather sufficient feedback and pivot principles and objectives as needed.\u003c/li\u003e\n \u003cli\u003eAgility often means moving to a \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/fitter-flatter-faster-how-unstructuring-your-organization-can-unlock-massive-value\"\u003eflatter hierarchy\u003c/a\u003e\u0026nbsp;and \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/for-smarter-decisions-empower-your-employees\"\u003eempowering employees\u003c/a\u003e\u0026nbsp;at all levels to make decisions, forcing leaders to find \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/paradigm-shift-for-leaders\"\u003enew ways\u003c/a\u003e\u0026nbsp;to influence and manage.\u003c/li\u003e\n \u003cli\u003eMessages will be different. The distinctive language and terminology of agile can be bewildering or alienating, and people may be skeptical about the need for change and feel overwhelmed by new ways of working.\u003c/li\u003e\n \u003cli\u003eThe cycle time is quicker in agile transformations, and messages and terminology must be repeatedly communicated to sink in.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eIn light of these differences, how can communicators prepare for and shape a \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations\"\u003esuccessful\u003c/a\u003e\u0026nbsp;agile transformation?\u003c/p\u003e\n\u003col\u003e\n \u003cli\u003e\u003cstrong\u003ePrioritize inspiring leaders and showing what leadership looks like in an agile world.\u003c/strong\u003e Agile \u0026ldquo;go-and-sees\u0026rdquo; allowed a Filipino retailer to hear first-hand experiences of \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/what-does-a-helix-reorganization-look-like-part-two\"\u003epeer organizations\u003c/a\u003e\u0026nbsp;that embarked on similar transformations. Dedicated \u0026ldquo;Ask Me Anything\u0026rdquo; sessions can also help frontline managers understand the rationale behind the approach. Such a session helped leaders in a hierarchical public-sector organization become comfortable with empowering their teams and giving up control.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eStart with the why.\u003c/strong\u003e Successful messaging shares context, aspirations, and tangible benefits. Communicators should be honest and transparent when discussing \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/four-considerations-for-helix-success-beyond-structure-part-three\"\u003eimplications\u003c/a\u003e\u0026nbsp;for individuals, including what happens to jobs, teams, career progression, and performance evaluation. For example, a regional insurance player ran a series of change story workshops to help senior leaders craft their personal narratives. Detailed FAQs were also invaluable in preparing leaders to communicate rationale and implications for individual roles.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003ePlan for triple or quadruple the normal volume of communications\u0026mdash;and start early.\u003c/strong\u003e Use multiple channels, clear materials, and multiple voices to ensure the size of the change is understood. Quickly release high-level content (e.g., aspirations) and later increase the level of detail (e.g., precise set-up of agile units). Don\u0026rsquo;t wait to build the perfect plan. Objectives will change as the transformation scales, from initially building awareness of agile concepts to creating conviction and commitment in subsequent phases.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eGo direct, using a combination of formats.\u003c/strong\u003e A global bank scaling agile across its organization combined CEO-led townhalls, high-quality videos, and a comprehensive microsite to bring concepts to life and explain meaning for the organization. Such leadership involvement is particularly important at the start for credibility.\n \u003cp\u003eAs frontrunner adopters gain momentum, authentic stories from the frontline can also demonstrate value and benefits. One telecommunications company mobilized a network of peer change agents to gather feedback and refine approaches.\u003c/p\u003e\n \u003cp\u003eAdditionally, modern communication methods signal a new approach. One company made a series of podcasts with internal experts and encouraged employees to listen during exercise breaks. Another used superheroes as a visual metaphor to demonstrate an agile team of specialized experts working towards a common mission.\u003c/p\u003e\n \u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eRole model through communication.\u003c/strong\u003e Internal communications must display formidable agility itself. Communicators, like their colleagues, must become comfortable with working quickly and correcting where necessary. Nothing undermines agility like lengthy approvals\u0026mdash;communicators need to temper their instincts for caution and make bold decisions.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eApply \u0026ldquo;MVP\u0026rdquo; thinking and refine constantly.\u003c/strong\u003e Minimum viable product (MVP) thinking often means starting with imperfect products, then iterating and improving. Daily or weekly meetings and collaboration platforms can enable fast decision making and content iterations. Successful communicators also gather real-time data through short pulse surveys and quick informal feedback, then \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/real-world-lessons-to-jumpstart-an-agile-culture-shift\"\u003eapply learnings\u003c/a\u003e\u0026nbsp;to their work.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eAn agile transformation means change for everyone, including \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-to-become-an-agile-cio\"\u003eleaders\u003c/a\u003e\u0026nbsp;and communicators. The above guidelines will ensure that the whole organization is on the same page\u0026mdash;leading to a smoother, more agile transition to new ways of working.\u003c/p\u003e"},"hidePromoBar":{"boolValue":false},"hideDek":{"boolValue":false},"mobileReady":{"boolValue":true},"selectedModalSubscriptions":{"targetItems":[]},"hideFromSearchEngines":{"boolValue":false},"parent":{"id":"7C7A7EA76B834C8C819FBF479C62AE76","name":"The Organization Blog","title":{"value":"People \u0026amp; Organization Blog"},"description":{"value":"Short and snackable insights on topics related to people, talent management, organizational performance, purpose, agility, culture, change management, people analytics, leadership, and merger management from our experienced leaders at the forefront of today\u0026rsquo;s trends."},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog"},"heroImage":{"alt":"McKinsey Organization Blog","src":"/~/media/mckinsey/business 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