agile @ scale through mindset and practice

agilebydesign.com

@agile_bydesign

Achieving Agility at Scale through Mindset and Practice

agilebydesign.com

@agile_bydesign

the way we Organize our People

the way we Decide and Guide

the way we Fund our Effort

the way we Deliver Value1

2

3

4

Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by application of deliberate practice

Enterprise Agility requires a shift in mindset regarding…

• Frequent Delivery• Small Increments• Less In Progress• Diversify Risk

• Smaller, Self Organizing Team• Market Value• Right Behaviour

• Fund Teams• Fund Capability• Fund Learning• Funding is not Prioritization

• Leaders Serve Teams• Centralize Outcomes and

Objectives• De-centralize Initiatives and

Activity• Measurements Encourage

Experimentation

agilebydesign.com

@agile_bydesign


Gain leadership consensus on the Urgency and Share the Vision

Incrementally adopt sustainable, Scaled Agile Footprints by customer experience, or at least by LOB

Focus leadership on enabling agility across the organizations

Revisit control / support functions support to enable agility without sacrificing safety

Eliminate technical barriers to agility

Adopt practises to outpace market competition

1

2

3

4

5

6

Objectives

• maximize education of mindset and fundamentals• analyze context and problems• socialize agile operating model

• support eager adopters piloting• design team structure and operational model• stand up foundational practices and coach teams• stand up management practices and coach leaders

• executives guide enterprise improvement flow• use agility indicators to direct managers to attack delay and silos • mindset training

• Support functions adopt customer service orientation, flow, and updates required to work as a platform• Adopt seed, program, and portfolio funding approaches• Agile workforce design: teams: T-shaped resources: wider job titles, compliance, operations,

architecture

• Adopt fundamental engineering practices• Align systems to architecture teams structure• Implement foundational Agile engineering practices• Integrate with common continuous deployment and cloud

• Adopt market/customer validated learning• Adopt financial innovation; relative metrics, decentralized budgeting, rolling forecast• Adopt customer validation engineering techniques

Strategy

agilebydesign.com

@agile_bydesign

Later(3)

Soon(3)

Next(3)

Revenue

Feature Delivery

Market Feedback

Monthly

Daily

Investment

Later(1)

Soon(1)

Next(1)

Capability

Later(0)

Soon(0)

Next(1)

Lead Time and Cost Of Delay

Innovation Accounting

Weekly

Validated Learning

Improvement Impact

Adopt practices that support thinking differently regarding the way we Deliver valueA. Visibly constrain work to a limited number of

outcomes, balanced across value and improvements

B. Prioritize and validate discrete increments of value frequently, and focus on minimizing lead time, and maximizing feedback

• Frequent Delivery• Small Increments• Less In Progress• Diversify Risk

Change the way we think regarding the way we Deliver value


agilebydesign.com

@agile_bydesign


Feature Portfolio

Innovation Center

Lab

Lab

Investment

Feature

Innovate

Revenue

Capability

Market Feedback

Service Center

Traveller PoolValue Center

Lab Lab

Innovate

Adopt practices that support thinking differently regarding the way we Organize our peopleC. Attract and grow the talent required to thrive in

smaller, self- organizing teamsD. Design your enterprise so that knowledge

workers can continuously organize around market value

E. Implement a workforce design that widens job titles, grows t-shaped resources, and emphasizes team accountability

F. Focus energy on adopting behaviour over tools and frameworks, this will lead people towards a change of mindset

Change the way we think about Organizing Our People• Smaller, Self Organizing Team• Market Value• Right Behaviour

• Visualize Flow• Customer Increments• Improve with Discipline• Self Organizing Teams

• Validate all Assumptions• Accelerate Learning• Customer Focus• Get out of the building

agilebydesign.com

@agile_bydesign

Objective 1Objective 2Objective N

Learning Milestone 1Learning Milestone 1Learning Milestone N

Seed Funding

Monthly Burn Rate

Fund and Validate Objectives

Yearly / Quarterly

Feature Prioritization

Feature Delivery

Prioritize and Validate ValueMonthly / Weekly

Fund and Validate InnovationMonthly

Validated Learning

Prioritize and Validate Market Feedback

weekly / Daily

ExperimentPrioritization


Adopt practices that support thinking differently regarding the way we Fund Our WorkG. Fund portfolios of business capabilities,

objectives, or customer experienceH. Decouple funding cycles from prioritization &

validation cycles, avoid funding discrete projects

I. Fund truly innovative efforts like a start up, assessing progress through validated feedback of learning milestones

Change the way we think about the way we Fund Our Work• Fund Teams• Fund Capability• Fund Learning• Funding is not Prioritization

agilebydesign.com

@agile_bydesign


Key Metrics that Matter

Alignment Hypothesis

Impediments, Performance, Experiments

…the way we

I. Leaders align on the outcomes and how to measure them, while enabling staff to experiment towards achieving them

J. Focus leadership on identifying, and eliminating sources of delay and impediments to collaboration

Adopt practices that support thinking differently regarding the way we Make and Guide Decision

Change the way we think about the way we Make and Guide Decision• Leaders Serve Teams• Centralize Outcomes and Objectives• De-centralize Initiatives and Activity• Measurements Encourage Experimentation

Call to Action

Delay, Siloes

agilebydesign.com

@agile_bydesign

Traveler Pool

…the way we Deliver value• Frequent Delivery• Small Increments• Less In Progress• Diversify Risk

…the way we Guide Decisions• Leaders Serve Teams• Centralize Outcomes• De-centralize Activit• Measure to Experiment

…the way we Organize our people• Smaller, Self

Organizing Team• Market Value• Right Behaviour

…the way we Fund Value• Fund Teams• Fund Capability• Fund Learning• Funding is not

Prioritization

A. Visibly constrain work to limited number of outcomes, balanced across value and improvements

B. Prioritize and validate discrete increments of value frequently, and focus on minimizing lead time to deliver

And adopt practices to…

C. Attract and grow for the talent required to thrive in smaller, self- organizing teams

D. Design your enterprise so that knowledge workers can continuously organize around market value

E. Implement a workforce design that widens job titles, grows t-shaped resources, and emphasizes team accountability

F. Focusing on behaviour over tools and frameworks will lead people towards a change of mindset

H. Fund truly innovative efforts like a start up, assessing progress through validation of learning milestones

I. Leaders align on the outcomes and how to measure them, while enabling staff to experiment towards achieving them

J. Focus leadership on identifying, and eliminating sources of delay and impediments to collaboration

Later(3)

Soon(3)

Next(3)

Objective Objective 1Objective 2Objective N

Monthly Burn Rate

Lead Time and Cost Of Delay

Key Metrics that Matter

Alignment Hypothesis

Monthly Prioritization

Objective

Portfolio

Innovation Center

Innovation Accounting

Lab Lab

Investment

Revenue

Innovate

Objective Learning Milestone 1Learning Milestone 1Learning Milestone N

Seed Funding

Weekly Learning

AB

D

• Visualize Flow• Customer Increments• Improve with Discipline• Self Organizing Teams

F

G

H

I

Improved Value

New Value

Impediments

J

G. Fund our efforts based on business capabilities or customer experience, decoupled from prioritization, avoid funding discrete projects

E

C

Change the way we think regarding…


agile @ scale through mindset and practice

Software