Thanks Michal.

The examples of transformation objectives weren't intended to be technocratic, but business-driven. Could you suggest some better ones?

Yes, it is essential to have the conversation about WHY we want more of one cultural element and less of another. I had assumed that was obvious; my mistake.

Ignoring the idea that adopting agile = culture change is, I believe, what creates the tension in organisations and leads to the survey responses mentioned.

Do we deliberately and transparently tackle transformation *as* a cultural transformation by mapping existing and desired cultures and driving change through the differences, or do we avoid the culture clash by agreeing objectives and letting teams and managers figure out for themselves the HOW to achieve them, which would avoid the problem to a certain extent.

Or a combination of both?