When employees hear that they’re undergoing an “Agile Transformation,” at least two of those top three motivators are taken away. There is a lack of autonomy (you have to do this thing, you have no choice) and there is a lack of mastery (you’re a beginner again, possibly after a long career). So increasing agility can feel like a big price to pay.

The modern alternative to roadmaps discussed here addresses both of these concerns. Teams work on the prioritized business objectives determined by the leaders; we share our key results transparently; and we commit to high‐integrity commitments when critical delivery dates are needed.

Questions for readers: Does IT consider itself to be a service provider, a partner to business units, or a driver of innovation? What do other leaders in the organization think? Are you measuring change lead time, release frequency, time to restore service, and change fail rate across all your products and services? Are you making them visible to a