Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant...

Agile for enterpriseArchitecting digital change using agile as a strategy to cope with constant changeApril 12, 2023

The next phase of the digital communications era

• First Woman in Science and Technology

• International entrepreneur of the year 2013

• Digital Innovation award 2013

Agility is a survival mechanism

Agile principles

• 1. Customer satisfaction by rapid delivery of useful software

2. Welcome changing requirements, even late in development

3. Working software is delivered frequently (weeks rather than months)

4. Working software is the principal measure of progress

5. Sustainable development, able to maintain a constant pace

6. Close, daily cooperation between business people and developers

7. Face-to-face conversation is the best form of communication (co-location)

8. Projects are built around motivated individuals, who should be trusted

9. Continuous attention to technical excellence and good design

10. Simplicity—the art of maximizing the amount of work not done—is essential

11. Self-organising teams

Customer satisfaction by rapid delivery of useful software

Working software is delivered frequently

12. Regular adaptation to changing circumstances

Working software is delivered frequently, and is the principle measure of progress

Change is a constant challengeTechnology growth is now following an exponential growth curve, and it’s not slowing down!

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Organisations need to evolve

http://forrester.typepad.com/groundswell/2011/06/welcome-to-the-age-of-the-customer-invest-accordingly.html

Cultural and technological change is disrupting business environments at increasingly faster rates.

Welcome to the ‘age of agility’

Age of Agility

Survival is increasingly dependent on the ability to strategically adapt and respond to changes in culture and the business environment.

Where does agile apply?

Manifesto for the ‘age of agility’ (adapted)

We are uncovering better ways of ___________________________ by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working _________________ over comprehensive documentation.

__________ collaboration over __________________

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

doing pretty much everything

prototypes / trials

360 degree Delineated roles

“”

“At my previous companies building a website would be like unveiling the

new Taj Mahal, and then you had the next one two years later. Now you

start in a caravan and upgrade it bit by bit and keep things moving

forward, it’s a more iterative process.”

Ryanair CMO Kenny Jacobs

The woman in charge of Marks & Spencer's internet presence back in September 2012 was quite sure what was holding back online sales: its website, which had been run for it by Amazon under a deal signed in 2005. The M&S director in question, Laura Wade-Gery, said: "Amazon sells everything as if it was a book. We've tortured their system to do what we want it to do.“

The retailer began building its own and in February 2014 M&S unveiled a new "magazine-style" site, which drew plaudits from some reviewers. But as well as early reports of crashes, customers apparently felt that there was too much video, that they couldn't find what they wanted, and that the site was "awkward to navigate".

So last week M&S knew what to blame for the news that online sales had fallen 8% in three months: its website. Finance director Alan Stewart bravely insisted that "It is a bit like going to the supermarket for milk, they've moved it and you can't find it immediately." But an 8% drop would never happen at an internet business such as Amazon, because it would have spotted it at 1% or 2% and rolled back to a better-performing version. So how can two years of effort by one of Britain's biggest companies produce something that fell so short?

Successful engagement isn’t about tinkering with social media or starting a blog. It’s a major shift in thinking and requires co-ordinated action.

“”

So what’s holding us

back?

Long-range planning (Over long-term strategy)

Big technology commitments

Need a mocked up image, for a contract

“Big clunky inflexible contract, monolithic systems ltd”

Resistance to change

Need a mocked up image, for a contract

“Big clunky inflexible contract, monolithic systems ltd”

Always one step behind our users

Time to embrace a more ‘agile’ approach

5 Year Plan ‘Agile Iterative Strategy’

Proprietary technology

Open Source & Cloud Based Technology

Management Information

Structure & hierarchy

Flexible systems and processes

Experimental, data-led, decision making

You can discover what is needed by trying it and proving it works, bit by bit

Where open source fits in to change challenge

You can afford to play, innovate and test within your project because the cost of

change is lower

Where open source fits in to change challenge

Use projects to discover, as well as to deliver something

Where open source fits in to change challenge

Agile Creative Technology Methodology 5 Day Delivery

Proposal

To deliver 5 days of consultancy and delivery work by Reading Room in order to deliver a rapid prototype build.

Project Scope:

A dedicated team for 5 days of cooperative work with the Cabinet Office, with the aim of creating a ‘Solutions Exchange’ tool.

• Agency/Client Team throughout• Agile Methodology Employed

How did it work?

Phase 2 & 3 (Mon from 1030hrs - Thurs)

Truly iterative process of Dev creating pages while UX and Designer created the user journeys and design

Constant communication between all team members enabled continuous iterations throughout

1 -2 catch up session per day (no more than a couple of mins)

Phase 4 (Friday)

Bug fixing

Phase 1 (First 90 mins)Brainstorm session to establish the pages required for the forum

M/S/C/W

Pros and Cons

• Benefits:

• Rapid delivery

• Builds client relationship

• It’s good fun

• Drawbacks:

• Can only be used with team of decision-makers in the room

• Must have confidence in ‘un-structured’ process

• Don’t know the end result until you get there

How will agile be used in the future?

Way in which Tradition Digital Agencies and client interact

will change

Strategic partnerships

Evolution of Digital Presence

Robust partnership with constant collaboration

Consultancy component will increase over time

Agile vs agile?

Where open source fits in to change challenge

How to create organisational agility?

Where open source fits in to change challenge

New skillsets required?

Where open source fits in to change challenge

Creating product owners and product visions

Where open source fits in to change challenge