In today’s digital world, agility is not a trend — it’s the way smart organizations remain ahead of the curve. But real agility is more than models or daily standups. At its core, it’s people: those who learn quickly, develop daily, and produce better answers.
To find out more about how this type of thinking powers digital transformation, we spoke with Raman Kapoor, Innovate UK’s Head of Data — the UK’s national innovation agency. Having experience on both public and private sides of industry, Raman shares his perspective on what actually makes a team agile, the usual pitfalls that get in the way of companies, and how emerging technologies like AI are changing the way we work.
Raman, in today’s digital era, agility has been most often cited as one of the causes of innovation. What is an ‘agile mind’ in the context of digital transformation?
Agility isn’t just about implementing Scrum or Kanban — it’s a mindset. Agile minds are individuals and teams that learn quickly, adapt quickly, and are willing to deliver real value. In digital transformation, that mindset allows organizations to stay agile in the midst of rapid change — whether that’s adopting new technologies, remodeling business models, or responding to the needs of customers faster than competitors.
How do agile thinkers influence company culture and help make transformation successful?
They play a big role. Agile thinkers encourage a culture where people aren’t afraid to try new things and learn from them. They help teams work better together by breaking down silos and pushing for faster, more flexible ways of working — like DevOps and quick iteration. Most importantly, they focus on real results. It’s not just about sticking to the process, but making sure the work actually creates value for users.
What are some of the trends you’re seeing in how agile thinkers are changing businesses?
There are a few big ones, actually. The main one is hyperautomation — teams are using AI, no-code platforms, and automation tools to speed things up and cut down on repetitive work. Another is composable architecture, which means building flexible, modular systems that are easier to update as things change.
Remote and hybrid work is also shaping how teams collaborate. Agile thinkers are leading the charge with tools and setups that keep people connected and productive, no matter where they are. And finally, there’s a growing focus on sustainability — using greener cloud infrastructure and thinking carefully about the ethics of AI as part of digital transformation.
Are there any sectors or companies where you’ve seen agile really make a difference?
Absolutely and actually its widely used in all the industries. Tesla is a great example — they’ve completely changed how car manufacturing works by treating software like a core part of the product. In banking, DBS in Singapore has gone fully digital thanks to agile practices. And even in the public sector, we’re seeing real progress. One standout is the Scottish Government’s work on disability benefits — they used Agile at scale with over 15 scrum teams, cloud-based tools, and automation to streamline a really complex process.
What kind of agile frameworks do you suggest for organizations trying to scale up?
It really depends on how big and complex the organization is. For small teams, Scrum or Kanban works just fine. If you’re mid-sized, Essential SAFe can help add a bit more structure. But if you’re a large enterprise running lots of teams, I’d go with full SAFe or Large Solution SAFe. The key is to pick a framework that helps everyone work together smoothly — without making things more complicated than they need to be.
What about common pitfalls? Where do organizations find it difficult to take up agile?
The biggest impediment is typically mindset, not methodology. You can follow all the right ceremonies — daily standups, sprint reviews — but without cross-functional collaboration, feedback loops, and leadership buy-in, it doesn’t work. Another pain point is stakeholder alignment. That’s why agile reporting — designed for execs, product owners, and delivery teams — is so critical. It keeps everyone focused on outcomes, not just activity.
Speaking of reporting, how do you keep things transparent and track performance across agile programs?
We use a layered approach with dashboards tailored to different audiences. Executives need the big picture — things like business value delivered, key risks, and how everything lines up with OKRs. For mid-level managers, it’s about tracking progress against goals, managing budgets, and staying ahead of any issues. At the delivery level, teams focus on day-to-day metrics like sprint velocity, cycle time, and how quickly bugs are resolved. Tools like Jira Align, Power BI, and Confluence help us keep it all visible and actionable.
What advice would you give to large companies or public sector teams just getting started with agile?
Start small — but don’t stop there. Run a pilot, show some results, and build from that. Get good agile coaches on board, they make a big difference. And make sure feedback loops are built in from the start — not just retrospectives, but real user feedback too. Most importantly, remember agile isn’t just about moving faster — it’s about delivering better. When it’s done right, it builds resilience, speeds up response times, and lays the foundation for long-term change.
Last question — what’s next for agile in the context of emerging technologies?
The future is very promising. AI, IoT, blockchain — all these call for rapid adoption. Agile will be the glue that will enable organizations to embrace these innovations rapidly, responsibly, and at scale. Those who impart agility today are not just planning for today’s problem but tomorrow’s market leadership.