Organizational dimension
Unlike the operational dimension, which is more tangible and measurable through specific practices, the organizational dimension is less visible and harder to change: cultural values and organizational structures change more slowly than work practices.
Cultural values
AgiLevel identifies five cultural values whose presence characterizes an agile organization:
1. Assertiveness
The ability to express ideas, needs, and boundaries in a direct, clear, and respectful way. In agile organizations, it manifests as courage (the team says what it thinks, even when it is uncomfortable) and respect (disagreement does not damage relationships).
2. Valuing Talent
The organization actively invests in attracting, developing, and retaining people with the necessary talent. This includes onboarding and development, retention, and continuous professional development.
3. Clarity
Transparency and honesty as working values. Decisions are communicated along with their reasons. Problems are made visible before they turn into crises. Information flows without protective filters.
4. Trust
The safe environment where people feel free to express themselves and take calculated risks, and empowerment as a sign that the organization trusts its people. Without trust, it is difficult for psychological safety, assertiveness, or shared purpose to exist.
5. Common Purpose
The organization's purpose is known, shared, and used as a decision criterion. Decisions are guided by values, not just by hierarchy or immediate convenience.
Structural principle
Alongside the five cultural values, AgiLevel identifies one structural principle:
6. Non-hierarchical structure
Agile organizations need structures that foster self-organization and horizontality, reducing reliance on hierarchical control. The level of non-hierarchical structure depends on the organization's cultural paradigm.
Assessment
The organizational dimension is harder to assess than the operational dimension because cultural values are not directly observable. AgiLevel recommends observing the behaviors that express each value (0–3 scale) rather than asking about the values directly, given the risk of motivational bias in the responses.
Common mistake
Trying to change the organizational dimension without first addressing the operational one. In most cases, AgiLevel recommends starting by assessing and improving the operational dimension before the organizational one: it is more tangible, results come faster, and it builds the credibility needed to later tackle deeper cultural change. Trying to transform an organization's culture without first demonstrating that agile practices work tends to breed skepticism.
Resources
🌐 AgiLevel — Official websiteModel documentation and resources
📄AgiLevel v.5.0Free download · Scrum Manager
🔧 AgiLevel Radar — Assessment toolScrum Manager · Free online assessment
🔧 AgiLevel CanvasScrum Manager · Tool
See also
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