Agile software development methods have now crossed the hype curve and are becoming well established in the information technology mainstream. However outside the IT realm, companies implementing organisation change to increase their business agility invariably make these changes using classical “waterfall style” change management techniques. A classical business change initiative might well involve a multi-year change programme plan, with every aspect meticulously mapped out in advance with carefully calculated effort, costs and milestone dates sufficiently squeezed and business benefits sufficiently inflated to secure budgetary approval. A brave and heroic group of planners will have worked out exactly what every person either undertaking the change or affected by the change will be doing on a day by day basis months and sometimes years in advance. Of course defining end-state business processes at the beginning of a major change programme is likely to be as reliable as trying to define end-user requirements at the beginning of a major waterfall IT development. It is a disaster waiting to happen. Given that hugely successful agile software development techniques are in fact all about effective human organisation and not technology, why don’t we instead use these when making business change? Well, Saprev does and you can read more on this subject in our Robert Morley’s book “Agile in Business – a guide for company leadership” available on Amazon.