Be sure to set teams’ challenges rather than mandating solutions. The key to any agile transformation is creating a culture where teams are empowered, self-organizing and responsible for delivering business value via working software. This is hard to achieve if you tell them how to do their jobs. Instead, use the result-based measures from point 1 to set the teams’ challenges. If they can achieve these without using the latest, most fashionable agile practices, more power to them. If you set up self-organizing and empowered teams, and present them with the right challenges and support, they will achieve remarkable things often in ways you would never have thought of.Make sure to have principles and values at the heart of the transformation. Agile practices provide ways for teams to meet the challenges of their day-to-day work. To select the right practices, the teams need to hold true to agile and lean values, values that need to be front and center for the whole organization and at the heart of the transformation.Set up a knowledge hub to help the teams share their practices and experiences. Use technology to connect teams and help them to share their practices and experiences. The knowledge hub provides the organizational memory and other collaborative mechanisms that enable the creation of a true learning organization.Run the change in an agile way. Change is continuous and ever present. It is something that organizations need to harness rather than resist, and something that lends itself to an agile approach. Create a backlog to drive the change through a series of change epics and their related actionable measures. Each new change will result in new or changed practices that can be shared and disseminated from the early adopters to the rest of the organization, via the knowledge hub. While many organizations have turned to agile as a way to streamline their development processes, the road to successfully implementing agile is bumpy. For organizations who want to achieve and maintain a sustainable agile transformation long-term, Ivar Jacobson, founder and chairman of Ivar Jacobson International, and Ian Spence, head of research and development at Ivar Jacobson International, shed some light on how to do that.SD Times: What is a sustainable agile transformation and why is it desirable?Jacobson and Spence: A sustainable agile transformation is one that creates a self-sustaining, continuously learning organization focused on delivering improved business results. Too many agile transformations fall into one of four traps:They see the end state as everybody using a specific “agile process” rather than being agileThey don’t focus on delivering real business benefitThey don’t set up the mechanisms for the teams to safely own and evolve their ways of workingThey buy into the fallacy of the “one true process” and don’t allow the practices to evolve as the teams innovateA truly agile organization is a learning organization continually refining and improving all its practices. It is not an organization that flits from one fad to another or continuously replaces one flawed process with another, more fashionable one. Change is constant and a sustainable agile transformation harnesses the forces of change for the long-term future of the company.What are some approaches organizations can take to implement agile in a sustainable way?In our experience, focus on results. Always remember why you are implementing an agile approach. Too many agile transformations stall when they are unable to demonstrate that the new way of working is any better than the old way. The mistake they make is to think agility is an end in itself rather than an enabler for better business performance. Quantify the results you are looking for and make sure you measure the effect of the transformation.