Maturity of the organizations. When to refuse to do the transition to Agile approaches as it could endanger the success of the project? How to “lead” an organization to Agile approaches when the conditions are not favourable ?

Hello, 

I passed end of august the PSPO 1 with a score of 97,5% first attempt :-) 

As part of my studies (Consultancy AMOA/PO, Master 2 level) in France, I am currently writing a memoir- dissertation on the characteristics of an organization, private or public,  (the structure of the organization*, its culture, way of running a business/type of management, technology, Type of market….) which could justify beyond the nature of the project itself :

1. Either to refuse to use an Agile framework, and to recommend to use traditional methods (V cycle…),  
2. Or to put the emphasis on the need for stronger support for change, and then which support to put in place, how to manage the change. 

My memoir is therefore speaking about how to make the transition for the first time from traditional methods to Agile Framewok, beyond the nature of the project in itself. 

I wonder if someone could help me with some examples you have experienced as AMOA/PO consultant which could illustrate these two above hypothesis.

For the first hypothesis, could you explain which were the main reasons ?

For the second hypothesis,  how did you manage the transition to an Agile approach ? which factors did you particularly pay attention to and with what did you start ? Steps ? 

I know only the Scrum framework. 

‘I use especially the book « the structuring of organizations »  from Henry Mintzberg  and « Reinventing Organizations » from Frédéric Laloux. 

** I use especially the book « The Culture Map » from Erin Meyer