being agile has long been perceived as a buzzword. However, compounded by the emergence of COVID-19, agile is now considered indispensable for businesses. The expected benefits of agility, such as the ability to adapt quickly to changes or a better alignment between business and IT, are all the more useful in view of the current situation. However, in order to reap these profits, the company must undertake an agile transformation. It is therefore not merely a mere adoption of agile practices in certain development teams, but an overall transformation of the undertaking. Therefore, the organisational culture of a company regarded as ‘traditional’ is a considerable obstacle to this transformation, since it is the opposite of an ‘agile’ culture. Anchored in Design Science Research, this paper presents the first stage of a research project to help organisations carry out their cultural transformation towards agility. The empirical study in a traditional enterprise that engages in agile transformation has enabled us to identify a first problem: the difficulty of defining what an agile culture is due to such a transformation. Faced with this problem, this paper describes the development of a visual and collaborative solution and proposes as a first step a conceptual model for the design of this solution. We are thus helping to enrich the fragmented literature on agile culture and the need for appropriate tools, and propose the first foundations for the development of a visual tool enabling stakeholders to engage collectively in mapping their current culture and identifying the desired agile culture. This solution will then serve as a bridge between the current business culture and the desired agile culture, thus facilitating the sinuous path to agility.