Companies that want to benefit from the advantages of agile methods often find that their corporate culture is at odds with agile values. Often, the cultural change is initially limited to the mere presence of the usual suspect artifacts: a foosball table, often a Kanban board in a colorful environment, decorated with many colorful post-items. We all experience such a different environment on a regular basis at the moment, and it radiates a different, more pleasant atmosphere. However, in order to achieve more creative collaboration, a faster time to market, better product quality, lower risk or greater transparency, it is not enough to change the working environment, “prescribe” design thinking or scrum processes to employees. The basis for the use of agile frameworks or methods is an agile corporate culture that keeps the purpose, the “what for?” in mind. The question of meaning should be asked again and again. Otherwise, an “agile transformation” will remain the famous “next pig to be driven through the village”. The organizational culture must be shaped and challenged in order to accept the new approaches and agile ways of thinking. Managers and teams must be supported in order to truly live agility. The agile transformation will only succeed if companies and employees are ready for the new, are guided by shared values and have a strong inner foundation. The corporate culture acts as a compass pointing the way. But how does a company capture its own culture and – more importantly – how does it change it? We will help you to find out.