The deeper issue is that change management and agile delivery almost always run on separate tracks: different teams, different metrics, different conversations. Delivery teams optimise for pace and output. Change teams optimise for adoption and sentiment. Neither has full visibility of the other, and the business goals meant to connect them get lost in between.

Knowing why strategies fail is one thing. Acting on it is another. Here’s a bold, no-nonsense approach to get your strategy back on track.

The integration of Prosci's ADKAR model with Scrum was not theoretical. It was operational, sprint by sprint. Stand-ups became an early warning system for Awareness and Desire risks. Sprint Reviews were redesigned as ADKAR accelerators, not just product demos. Each review was structured to advance the change journey: demonstrating what was changing and why it mattered, showing how the new process worked in practice, and creating space for questions.