The HBR article "HR Goes Agile" refers to how HR is generally going "agile lite". The reason for this has to do with the fact that HR touches every single aspect and every single employee, so transforming in to an agile organization is more extensive and therefore more difficult for HR than in other departments.

The movement away from HR being the "cop" and the "resident bureaucrat" has been applied most widely in the area of performance management.

https://hbr.org/2018/03/hr-goes-agile

• What in your opinion, is the general feeling about the performance management process in your organization?
• How are goals set for the employee? Are they cascaded down through the organization, and what input does each employee have?
• Are appraisals done on a team basis, or strictly on an individual contribution basis?
• Multi-directional feedback is typical with a more agile performance management system. What and how many directions of feedback does your organization use?
• What process does your organization use to determine compensation decisions, both pay raises and bonus compensation?
• How are learning and development opportunities linked to the performance appraisal?

Every one of us, at some point in time, has probably been involved in a change management initiative of some kind, either as one of the strategic change leaders or merely one of the individual employees that had to change something about their process(es).

• Looking at the section on page 35 in the HR Goes Agile article in the HBR's 10 Must Reads, "Why Intuit's Transition to Agile almost Stalled Out", identify which of the 5 bullet-pointed discoveries for Intuit, was the one component that was most helpful in ensuring success of the change management initiative.
• If you have not been involved in a change management initiative, which of the 5 tips seems to be most powerful or most relevant to you?