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So what do we consider an Agile organisation to be?
Adaptable
Flexible and able to change direction to meet customers needs
Non-hierarchical
Cohesive and aligned from the CEO to the newest starter
So why do organisations in particular those seeking scalability at an enterprise level find it hard to transform themselves in to an agile organisation?
Strategy / Vision
SBU Portfolios
Local
Portfolios
Project/
Program
Release
Timebox/
Sprint
Day
They seek excellence in all they do
Governance and control is to support the long term transformation and ensure continued business value
The culture is open, based on collaboration and where it is safe to express ideas and opinions. Positive and constructive challenge is welcomed.
Continuous learning and development is intrinsic and based on learnings both positive and negative.
Common goals with strong leadership who emboldens the values of agile.
9
An agile business responds quickly and effectively to opportunities and threats found across its internal and external environments
The key to business agility is the inspirational leadership of collaboratively autonomous teams, committed to the customers needs
This provides the essential core of a culturally fit business
An agile organisation is different to Agile delivery
What does OUR agile organisation look like?
How do we transform OUR people, who demographically and socially diverse?
How do we find the right balance between this cultural transformation and delivering critical initiatives
4 typical states of agility
Confused Interested
Determined Happy
Lack of belief in Agile
Fear of change
No transformational leadership
Culture
Conflicting demands within the organisation
Lack of skills
Its an IT process the business doesn’t need to change.