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Using Agile Thinking to Deliver What Business Really Wants
 

Using Agile Thinking to Deliver What Business Really Wants

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    Using Agile Thinking to Deliver What Business Really Wants Using Agile Thinking to Deliver What Business Really Wants Presentation Transcript

    • CXO AdvisorAdvise – Innovate – ChangeUsing agile thinking to deliverwhat business really wantshttp://bit.ly/agilethinking
    • Good IT trends are good for everyone… Yes?In the early 1990’s e-mail was a great tool It allowed ‘instant’ communication It allowed ‘free’ mail to be distributed It allowed mass mailing at no cost It removed a whole layer of workers (Remember thetyping pool?) It allowed cross boundary communications – direct• E-mail your CEO, the cleaners, your competitors, andclientsWhen was the last time you received aChristmas Card?WHAT IF YOU ARE A POST OFFICE?E-mail has wiped out at least1/3 of post office revenuesE-mail has forced Post Offices to radically change theirbusiness models:Their major business is now order fulfilmentOh yes, they also deliver letters
    • You can’t join the dots if you can’t see the dotsSome dots: What business really wants from IT Agile thinking in delivering what business wants The new roles of IT
    • What business really wants from ITOver ten years, over 1000 CEOs have said:Deliver IT without fuss,get involved in business improvement,and give appropriate leadershipMeeting this requirement is now amatter of survival for CIOs
    • Agile thinking to deliver IT without fussMore with less Actually not more with less: Prove the value The ‘keep the lights on” trapNever talk costs Ratios – IT cost per ton / new customer. 3x less lifecycle cost Risk mitigation drives cost - Innovation drives revenueDont involve us in the technology Use OutSystems Agile Platform as the glueDont do jargon Model the solution in business termsDont hold us back Kill your legacyGood enough now Succeed / fail quickly Minimum Viable Product thinking Sprint thinkingDesign and development without fuss Pace / layer thinking Business driver led
    • Involved in business improvementPro-act rather than react How many of your IT managers are:• On the shop floor• In the branches• On the trucks• Accompanying the engineers?Business measures of success POC – with business resultsBusiness results define success, not PowerPoint presentations Show business results before PowerPoint Find IT friendly users as test subjectsThe white space in business…
    • Find and fill the white space in businessIT is the only department that doesnt see the business in isolation Systems thinking• Process• Rules• User Interface• Roles• DataContentProgram management Lifecycles Portfolio managementArchitectureValue unlock Benefits realisation Relationship between systems and what people are supposed to deliver
    • Appropriate leadershipCompetitive Products Markets Channels CompetenciesPOCs Meaning and attention Trends relevant to businessPOC / Pilots / Game testers And then...How did IT become the star of the organisation? Agile Change Modelling Architecture
    • IT to ACTInformation Technology Department?Rather become the ACT department: Applied How business exploits technology Competitive Agile, innovative – it’s not about the technology, it’s about what itmeans and how it can be used Technology Manage technology, don’t do itACT
    • DO IT TO YOURSELF BEFORE SOMEONE DOES IT TO YOUI would be excited to encounter people delighted by surprisesinstead of the ones I now meet who are scared to death of them.Margaret Wheatley: “Leadership and the New Science”terryw@cxo-advisor.co.zahttp://bit.ly/agilethinking