Just over a decade ago, I wrote a post Agile Transformation: Not a Caterpillar Turning Into a Butterfly based on the observations of “Agile transformations” being less like caterpillars—destined to transform into beautiful butterflies. I sought to dispel the myth of the effortless metamorphosis and embrace the art—and science—of transformation.

In my last post, I compared Agile transformation to a caterpillar aspiring to become a butterfly. But let’s dig deeper into what often derails that journey: the butterfly syndrome.

This follow-up post was inspired by today’s LinkedIn post by Sanches Clarke, a consultant at La Fosse. I’ve also published a version of this post today on LinkedIn.

Many CxOs and their organizations want and need the benefits of agility—faster delivery, happier customers, and adaptability—often without confronting the discomfort and disruption of genuine change.

They implement frameworks, rename teams, and rebrand processes, but these superficial changes often mask the deeper work required for true transformation.

But the reality is organizational transformation is neither natural nor inevitable; it’s a deliberate and often arduous process. CxOs seeking to lead their organizations into a more adaptive and resilient future, it’s crucial to understand there are no short-cuts to such change.

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The Illusion of Agility

Adopting Agile practices or frameworks without addressing underlying challenges is like painting a butterfly on the caterpillar’s back and calling it transformed. The results are predictable:

• Misaligned goals: Teams are “Agile” in name but still operating under legacy mindsets and misaligned incentives.
• Frustrated teams: Employees are tasked with new ways of working but lack the support, autonomy, or purpose to make them meaningful.
• Disillusioned leadership: When the shiny new framework doesn’t yield immediate results, Agile is labeled as a failure (I’ve lost count of how many times I’ve seen this in the last 2-decades).

True agility demands a willingness to face uncomfortable truths—about culture, leadership, and systems.

Without addressing these, transformation efforts will stall or, worse, create cynicism around change initiatives.

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The Role of Frameworks: Tools, Not Solutions

Let’s talk about frameworks like SAFe (Scaled Agile Framework). I’m not here to bash SAFe—it has a role to play (I’ve been a SAFe Program Consultant since v4). I’ve seen it work well. I’ve seen it not work at all.

In one medium-sized organization, for example, SAFe served as a “crowbar” to pry open deeply entrenched traditional ways of working. It was needed to spearhead change, they also knew that they would learn and adapt. That agility isn’t from the framework.

Here’s the key:

• SAFe wasn’t the solution but the starting point.
• Once SAFe exposed inefficiencies and old habits, the organization began experimenting with approaches better suited to their evolving context.

Frameworks like SAFe can create momentum and structure for organizations overwhelmed by where to start. But they are not a one-size-fits-all solution. They must be adapted, iterated upon, and sometimes even set aside as the organization evolves.

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The Hard Work of Real Transformation

What does it take to move past the illusion of agility and avoid butterfly syndrome?

1. Start with purpose: Frameworks are tools, not goals. Understand why agility matters to your organization and how it connects to delivering value.
2. Address culture first: Agile frameworks won’t succeed in a culture that resists change, avoids accountability, or silos decision-making.
3. Empower teams to experiment: Use frameworks as scaffolding, but give teams the autonomy to test and adapt ways of working that fit their context.
4. Measure outcomes, not compliance: Success isn’t about following a framework perfectly; it’s about delivering better outcomes for your customers, employees, and stakeholders.

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Evolving Agility for Your Context

Agility is not about mimicking what worked for someone else; it’s about continuously evolving your ways of working to meet your unique challenges and opportunities. Frameworks can help you get started, but lasting change requires an openness to experiment, learn, and adapt over time.

So, as you embark on or continue your Agile journey, ask yourself:

• Are we focusing on frameworks, or outcomes?
• Are we willing to face the discomfort of real change, to challenge the status quo, or just follow a process?
• Are we enabling teams to evolve beyond the starting point?

True transformation isn’t about becoming a butterfly—it’s about building wings that work for your organization.

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What’s your experience with Agile frameworks? Have you seen them act as a catalyst—or a crutch? Always happy to discuss!