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Cultural agility

De Scrum Manager BoK
Esta página es una versión traducida de la página Agilidad cultural. La traducción está completa al 100 %.
⏱ 4 min  ·  📅 2026
Cultural agility is the degree to which an organization's cultural values foster adaptation, collaboration, transparency, and continuous improvement. In Scrum Manager's AgiLevel framework, it is the cultural dimension of the organizational dimension and represents the depth of agile change: an organization with high cultural agility does not merely "do" agile —applying practices— but "is" agile in its values and in the way it makes decisions.

Values that make up cultural agility

AgiLevel identifies five values whose presence and degree of institutionalization determine an organization's cultural agility:

  • Assertiveness: the courage to express ideas, concerns, and disagreements in a direct and respectful way; and respect as the condition for disagreement not to damage relationships.
  • Valuing talent: the organization actively invests in people: their recruitment, development, and retention.
  • Clarity: transparency and honesty as operating values that govern how information flows and how decisions are communicated.
  • Trust: a safe environment (psychological safety) and empowerment as expressions of mutual trust between people and the organization.
  • Shared purpose: the organization's purpose is known, shared, and used as a decision-making criterion.

Relationship with cultural paradigms

An organization's cultural agility is strongly correlated with its cultural paradigm. An organization in the orange paradigm (achievement, competition) may have good operational agility but struggle to develop the cultural agility required by the values of transparency, trust, and shared purpose. The transition toward deeper cultural agility usually entails an evolution of the cultural paradigm.

Common mistake

Trying to instill cultural values through proclamations or documents. Cultural values are formed through repeated behaviors and through the consequences the organization attaches to those behaviors. An organization that claims to value transparency but penalizes whoever delivers bad news does not have transparency as a value: it has transparency as a slogan. Real cultural agility is built through specific, consistent decisions over time.

Resources

🌐 AgiLevel — Official siteModel documentation and resources

📄AgiLevel v.5.0Free download · Scrum Manager

🔧 AgiLevel Radar — Assessment toolScrum Manager · Free online assessment

🔧 AgiLevel CanvasScrum Manager · Tool

    1. See also

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