ADKAR & Agile Change Management
Practical insights from McKenna Agile Consultants on adkar.
The ADKAR model provides a structured approach to individual change that complements organisational agile transformation. Our articles explore how ADKAR — Awareness, Desire, Knowledge, Ability, and Reinforcement — can be applied alongside agile practices and OKR implementations to help people embrace new ways of working. From building initial awareness to sustaining long-term behavioural change, these insights draw from our hands-on consulting experience.
The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) is a powerful change management framework that we frequently pair with Agile and OKR implementations. By addressing the human side of transformation, ADKAR helps ensure that organisational changes actually stick. Our team uses ADKAR to guide leaders and teams through the emotional and practical journey of adopting new ways of working.
Why ADKAR Matters for Agile Transformation
The ADKAR model — Awareness, Desire, Knowledge, Ability, and Reinforcement — provides a structured approach to managing the people side of organisational change. When combined with agile methodologies, ADKAR helps teams understand not just the technical changes required but the human factors that determine whether a transformation truly takes hold.
Many agile transformations stall because they focus exclusively on process and tools while neglecting the change management dimension. Our experience working with organisations across the UK has shown that sustainable agile adoption requires addressing individual readiness alongside team-level practices. The ADKAR framework provides a practical lens for diagnosing resistance, building capability, and sustaining momentum through each phase of an agile journey.
Whether you are introducing Scrum to a single team or rolling out OKRs across a portfolio, understanding where people sit on the ADKAR spectrum helps you tailor coaching, training, and communication to maximise adoption and impact.
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