In this world of exponentially increasing market disruption, it is more imperative than ever for organizations to not only achieve operational agility (efficiency, speed, etc.), but also organizational agility (speed to respond to market change). Many companies are embarking on an Agile Transformation, but getting “lost in the desert” and not realizing the full agile benefits promised and needed. Traditional leadership paradigms, organizational structures, and culture all get in the way, as too many companies focus on team level change and framework implementation (Scrum and SAFe). At Global Scrum Gathering 2019, David Hawks showed leaders how they can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.

1. David Hawks
@austinagile
Why
Transformations
Get Stuck
We will do real time
polling during this
session.
TextVELOCITY to
22333 to join.

2. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
David Hawks
@austinagile
david@agilevelocity.com
CEO, Executive Agile Coach

3. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
WHAT DEFINES GOOD AGILITY?
• Individually, write one
item per post-it.
• Silently, place them in
the middle of the table.
What Defines Good Agility?

4. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 4
Superficial Agility Improving Agility Predictable Agility Fast Agility
• Going through the motions
• Work is visible
• Silo development
• Lots of carryover
• Not strong PO/ SM
• Retrospectives have meaning
• ScrumMaster is Coach
• Work is estimated and
velocity being measured
• Swarming and cross training
is starting to happen
• Team identity is being created
• Carryover is limited
• Team’s have focus (Limiting
WIP)
• Constant team Backlog
Refinement
• Break work down and swarm
• Whole team ownership
embracing cross functional
goals
• Cycle Time has been
significantly reduced
• Able to respond to new high
priority and deliver quickly
• Leadership focus on
optimizing the whole
• Urgently resolve
organizational impediments
• Test Automation, Continuous
Integration, DevOps in place
Get your mobile phone ready as we will do real time polling during this session.
Text VELOCITY to 22333 to join.
Current State of Agility?

6. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
The Path To Agility® Transformation Framework
New Status Quo
Status Quo
Integration
& Practice
Chaos &
Resistance

7. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
The Path To Agility® Transformation Framework
Align
Accelerate
Adapt
Predict
Learn
Chaos &
Resistance
Integration
& Practice
New Status Quo
Status Quo Why Do So Many
Companies Struggle?
Let’s Explore The Top 4 Impediments Organizations Face.

8. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Impediment #1
Implementing Solutions
Without
Clarity in Desired Results

9. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
CHALLENGE 1Implementing Solutions Without
Clarity in Desired Results
IMPACT
• Lots of Resistance & Frustration
• Silo Optimization
• No Clear Measure of Success
• Minimal Gains

10. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 10
Business OutcomesBusiness Outcomes
Agile Capabilities
Agile Practices
Path To Agility® Transformation Framework
Dictates
Which Are Achieved
Through
By Implementing
Enable
Drive
Accomplish
Agile Outcomes

11. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
WHAT DEFINES GOOD AGILITY?What Defines Good Agility?
2
AGILE
CAPABILITY
The new ability the
team/ organization
has developed.
4
BUSINESS
OUTCOME
Ultimate impact on
the effectiveness of
the organization.
1
AGILE
PRACTICE
Something we
implement
(“the how”).
3
AGILE
OUTCOME
The newly achieved
result of better
agility.

12. Agile Practice Limit WIP (Portfolio Level)
Agile Capability Portfolio Sequencing
Agile Outcome Ability to Focus
Business Outcome Increased Predictability
Example #1

13. Agile Practice Sprint Planning
Agile Capability Plan Iteratively
Agile Outcome Team Ownership
Business Outcome Increased Productivity
Example #2

14. Agile Practice Test Driven Development
Agile Capability Continuous Integration
Agile Outcome Shortened Quality Feedback Loop
Business Outcome Speed
Example #3

15. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
WHAT DEFINES GOOD AGILITY?
Take your post-its and work as a table team to categorize into
the following buckets.
What Defines Good Agility?
2
AGILE
CAPABILITY
The new ability the
team/ organization
has developed
4
BUSINESS
OUTCOME
Ultimate impact on
the effectiveness of
the organization.
1
AGILE
PRACTICE
Something we
implement
(“the how”).
3
AGILE
OUTCOME
The newly achieved
result of better
agility.

16. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
WHAT DEFINES GOOD AGILITY?Discuss As A Group
2
Is that where
the emphasis
should be?
3
How can you
shift more
towards
outcomes?
1
Where were the
most items?

17. © Copyright Agile Velocity, LLC All Rights Reserved
Productivity
Predictability
Innovation
Quality
Speed
Employee
Engagement
Customer
Satisfaction
Continuous
Improvement
Market
Responsiveness
The Path To Agility® Transformation Framework
Business Outcomes

18. OrgSystemTeam
Align
Compelling Purpose
Rollout Strategy
Teams Aligned to Value
Clear Value Purpose
Team Agreements
The Path To Agility® Transformation Framework

19. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Impediment #2
Not Approaching As
Organization-Wide Change

20. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
CHALLENGE 1Not Approaching As Organization-Wide
Change
IMPACT
• Impediments Not Resolved Quickly
• You Empower The Resistance
• Teams Hit A Ceiling

21. Team
Team 1 Team 2 Team N
LEVELS OF PATH TO AGILITY® TRANSFORMATION FRAMEWORK
Team level Practices
Scrum/Kanban
Code Quality
DevOps
System
System 1 System 2
System of Value Delivery
Flow of Work
Scaling
Cross Team Coord.
Org
Organization
Leadership
Culture/ Mindset
Strategy
Organizational Structure
HR/Finance Practices

22. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
DISCUSS IN TRIADS
1. Form a triad with 2 people from 2 other tables
2. Discuss why the following would be good practices for
an Agile Leadership Team (ALT):
Discuss In Triads
Cross
Functional
Leadership
Team
Running
the ALT with
Agile
Having
Visible
Huddles Out
in the Open
Tracking
Impediments
on a Visible
Board

23. Insights and organizational
impediments from teams
Transformation
Backlog
Transformation
Team (ALT)
Product of Transformation:
Agile teams working in an
agile organization
Run the Transformation Using Agile

24. OrgSystemTeam
Align Learn
Compelling Purpose
Rollout Strategy
Teams Aligned to Value
Clear Value Purpose
Team Agreements
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Foundational Team
Practices
Continuous
Improvement Culture
The Path To Agility® Transformation Framework

25. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Impediment #3
Leaders Not Creating Focus

26. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
CHALLENGE 1Leaders Not Creating Focus
IMPACT
• Lots of Interruptions
• No Time to Improve
• No Flow
• No Ability to Forecast
• Slow Time to Value

27. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY

28. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY

29. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY

30. Watch the Baton, NOT the Runners

31. OrgSystemTeam
Align Learn Predict
Compelling Purpose
Rollout Strategy
Teams Aligned to Value
Clear Value Purpose
Team Agreements
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Foundational Team
Practices
Continuous
Improvement Culture
Leadership Agility
Ability to Focus
Multi-Team
Predictability
Ability to Forecast
Complexity Reduced
Predictable Delivery
Cadence
Quality Feedback
Loop Shortened
The Path To Agility® Transformation Framework

32. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Impediment #4
No Method To Madness

33. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
CHALLENGE 1No Method To Madness
IMPACT
• Everybody doing their own thing
• Pockets of success
• Declaring victory because we are out of
ideas
• No clear roadmap for the transformation
• No way to evaluate current state to
determine clear next steps

34. OrgSystemTeam
Align Learn Predict Accelerate Adapt
Objective Data Driven
Decisions
Whole Org Agility
Lean Financing
Customer Centered
Minimal Time to Pivot
Experiment Driven
Development
Product Learning over
Delivery
Compelling Purpose
Rollout Strategy
Teams Aligned to Value
Clear Value Purpose
Team Agreements
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Foundational Team
Practices
Continuous
Improvement Culture
Leadership Agility
Ability to Focus
Multi-Team
Predictability
Ability to Forecast
Complexity Reduced
Predictable Delivery
Cadence
Quality Feedback
Loop Shortened
Value Driven
Optimize the Whole
Reduce Cycle Time
Release Continuously
Self-Sustaining
Improvement
Decision Agility
The Path To Agility™ Transformation Framework

35. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 35
1. Form groups of 4+ at a table
2. Spread out the Stack of P2A
Outcome Cards (4x6/Big cards)
3. Sort the Cards with the area your
organization’s are weakest in at the
top and the strongest at the bottom
WEAKEST
STRONGEST
Where Should We Focus?

39. 1. Pick one Outcome (4x6 Card) to drill into
2. Find the corresponding Capability Cards
(3x5 cards, Match the icon in the bottom
right corner)
3. Review the Capabilities by looking at the
Acceptance Criteria on the back
4. Discuss at your table what actions your
company would need to take in order to
achieve the capabilities?
Where Should We Focus?Where Should We Focus?

40. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
The Path To Agility™ Transformation Framework

41. Have more questions?
David Hawks
CEO
david@agilevelocity.com
@austinagile
I will be at the Agile Velocity Booth from
3-5 PM today to answer questions!

42. Provide a business card or write down your full
name and email on an index card for more info
on Why Transformations Get Stuck.
We will send you….
! Full slide deck
! Common Pitfalls of an Agile Transformation White Paper
! Path to Agility® Framework Video
Have more questions?
David Hawks
CEO
david@agilevelocity.com
@austinagile
Need More?

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44. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
ABOUT AGILE VELOCITY
Relentless Pursuit of
Whole Organizational Agility
TRUE PARTNER
We’ll guide the teams to not only become self-sufficient, but also
to become empowered to reach full agility.
OUTCOME DRIVEN
It’s not about dictating what to do or prescribing solutions, but
focusing on achieving key business results.
DISCIPLINED APPROACH
Our Path to Agility™ is an Agile Transformation Framework created
after decades of helping organizations accelerate agility.
JOYFUL JOURNEY
We want our clients to love Agile as much as we do, and part of
that is creating a fun and safe environment in which to learn,
practice, and master.
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