How Do We Build a Coalition During an Agile Transformation?

Agile transformations often start on the shoulders of a single team or a few enthusiastic people. In the first months excitement is high, but once the transformation starts touching the organisation’s structure, budget and priorities, this small group isn’t enough. That’s when you need a strong coalition to guide the change.

In John Kotter’s change management model, building a “guiding coalition” is one of the first steps of a successful transformation. In agile transformations, this coalition brings together managers, team representatives and the people who will really carry the change.

Why is a coalition needed?

• The obstacles are outside the teams’ control. Budget cycles, approval mechanisms, organisational structure and performance systems can’t be changed at team level.
• One sponsor isn’t enough. The sponsor’s support is critical, but without ownership from people across different units, the transformation is seen as a “management project”.
• A consistent message builds trust. When leaders at different levels say the same thing, it’s easier for employees to believe in the change.

For the sponsor’s role, see The CEO and sponsor factor in agile transformation.

Who should be in the coalition?

A good coalition combines four qualities:

• Positional power: managers who can put decisions into practice.
• Expertise: people from different units who know how the work is done.
• Credibility: respected people whose word employees trust.
• Leadership: the energy to start the change and keep it going.

A coalition chosen only by job title looks strong on paper but has little effect on the ground. Don’t forget to include people who are influential in the organisation’s informal networks.

Six steps to make the coalition work

1. Agree on a shared “why”

Why is the transformation needed now, and why for this organisation? Instead of a general goal like “being faster”, start from a measurable problem: delivery times, customer complaints, waiting requests.

2. Set a visible goal and measure

The coalition should track the transformation’s progress with data. Flow metrics (delivery time, throughput, waiting work) and business results move meetings from opinions to facts.

3. Set a regular working rhythm

The coalition itself should work in an agile way: like a team with its own backlog, regular meetings and its own retrospectives. That way it shows agile working by example instead of just talking about it.

4. Give it the authority to remove obstacles

Structural obstacles raised by teams should go into the coalition’s backlog. If the coalition can’t remove them, it’s either made up of the wrong people or lacks the authority.

5. Make early wins visible

Concrete results from pilot teams are the strongest way to convince sceptics. Share successes with numbers.

6. Grow the coalition

As the transformation spreads, add representatives from new units. Over time, the coalition should give way to a permanent governance structure that sustains the transformation.

Common mistakes

• Leaving the coalition to HR or the PMO alone. The transformation should be a priority of the business, not a project of a support function.
• A structure that meets but doesn’t decide. Every meeting should produce at least one concrete decision.
• Leaving sceptics out. Critical voices reveal the transformation’s blind spots. Inviting them into the coalition reduces resistance.
• Declaring victory too early. A few successful pilots don’t mean the transformation is complete.

---

Would you like to design the structure that will guide your transformation together? Have a look at our agile transformation services or request a free assessment.