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Agile Mumbai 2019 Conference | Understanding the ask for Agility from a Digital Lens | Avinash Rao

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Session Title : Understanding the ask for Agility from a Digital Lens

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Agile Mumbai 2019 Conference | Understanding the ask for Agility from a Digital Lens | Avinash Rao

  1. 1. Understanding the ask for Agility (from a Digital lens) Avinash Rao Consulting Leader DevOn
  2. 2. How the session is structured • Establish the problem statement • Digital Transformation (in a long tradition of such ‘unique’ transformations) and its discontents • Our Agile Wars (and its discontents) • Solutioning (or more correctly, sensemaking)
  3. 3. But first … •Lets talk about the environment. •No, seriously.
  4. 4. The fundamental attribution error (and being married to an MBA)
  5. 5. The point of the story • Utility of a framework • The same conversation in the absence of a framework can easily take scenic turns • … and this in what you hope is a high trust relationship! • What hope do we have in a Business-IT or a vendor relationship?
  6. 6. Now, on to Transformations •What I hope to convince you … • Digital is one in a series of transformations • There are lessons to be learnt from the past •Now there are many stories of transformation …
  7. 7. We’ll pick the IC engine • (mainly because it has nice pictures of horses) • Just in case you were wondering, the other finalist was Computing v/s the office secretary.
  8. 8. The Horse-buggy business • So, Mr. Horse Buggy owner, your business is being disrupted. (said the consultant) • Would you like a faster horse? Our “FASTER HORSE” Training program is guaranteed to improve horse speeds by 30%! We have best practices and models from training 2000 horses! • Then you can show those cars!
  9. 9. Now, car businesses other than Ford Model T • So, Mr. Car Maker, your business is being disrupted. (said the consultant) • Would you like a faster production line? • Can we do market research to tap car buyer who want colours other than black? • Then you can show Ford! • And to a greater degree, they did.
  10. 10. What our clients are facing There are two dimensions to a Transformation* 1. Digital (actually, any transformation) appear to speed up Business cycles – Calendar to Economic time ** 2. Transformations change the very Business Models of organizations ** and ask that they develop new abilities (either product or delivery) * No, there is no such angst in business steady states – very rarely do Enterprises transform unless forced. ** Much as I know you trust me, this a HBR model. Just thought I’d mention for any cynical sceptics out there.
  11. 11. OK, but how does this help us?
  12. 12. From what we have said so far – -The value of frameworks - The nature of Transformations
  13. 13. Religious wars underway in our community • More structure, or Free the Teams • Iterative development is not Agile • Degrees of self-determination • Fixed Price Agile • Business will do what must be done • SAFe or Unsafe * • And at what cost and speed • More or LeSS? * • Requirement and Architectural Runways needed in complex environments • Word to the wise - Never take sides in religious wars – the other side will kill you eventually. ** Any resemblance to Rorschach blots intentional!
  14. 14. Cautionary Tales -1 • Large company – bleeding edge transformation using (a) Scaled Agile • “We are a large company – we need to plan ahead!” • ”We have recognized a fundamental shift in the market, and we will capitalize on it!”
  15. 15. Cautionary Tales - 2 • Small company – scaling to take advantage of a market ‘hockey stick’ product takeoff • Pure Scrum and SoS to scale • Failure to Scale, product failed due to [many, many] issues
  16. 16. More Cautionary Tales - 3 • Large company – “Let a thousand flowers bloom” approach • Market moving product development in a regulated industry • Failed to scale
  17. 17. More Cautionary Tales - 4 • Medium sized company – CXO asked for Agility, and only got Scrum instead. • Intensive coaching, Fantastic Scrum practices • Did revenue go up, or cost go down? • How much should I cut your budget for next year? • Heads rolled.
  18. 18. Disclaimer: Yes, some of my projects have actually succeeded * Thank you very much.
  19. 19. If this looks like a dog’s breakfast, it is because it really is. To sense-make, we need a higher order lens. To quote our favorite philosopher: (If you are thinking JK Rowling, smart choice – if Einstein hadn’t said this, she would have got there anyway!)
  20. 20. If this looks like a dog’s breakfast, it is because it really is. To sense-make, we need a higher order lens. "No problem can be solved from the same level of consciousness that created it.“
  21. 21. Wait! • Humare paas Agile Manifesto hai • Humare paas Frameworks hai • Humare paas <insert name of your fave Agile thought leader here>
  22. 22. Wait! • Humare paas Agile Manifesto hai • Humare paas Frameworks hai • Humare paas <insert name of your fave Agile thought leader here> • Tumhare paas kya hai?
  23. 23. Part 2
  24. 24. So, what does that mean for us? We know what to do, but we need to do it faster and more reliably. This in turn has two dimensions - a Speed dimension, and a Quality in a CtoS dimension (higher competition = lower tolerance for both failure modes) We are being Disrupted (or are Disrupting the market) Two dimensions again – Market responsiveness, New Capabilities (both are Discovery driven – often but not always external and internal) HOW? WHAT?
  25. 25. A re-look at all the examples • What Habitat is it? • What bleeding edge really means • What or a How problem? • Victory conditions? • Discovery needs? • Fitment of a process approach to this ask • Data is the new Oil • Predictive analytics will rule the world (have you all heard the Target pregnancy story? All managers want one of those)
  26. 26. Cautionary Tales -1 • Large company – bleeding edge transformation using (a) Scaled Agile • “We are a large company – we need to plan ahead!” • ”We have recognized a fundamental shift in the market, and we will capitalize on it!”
  27. 27. Cautionary Tales - 2 • Small company – scaling to take advantage of a market ‘hockey stick’ product takeoff • Pure Scrum and SoS to scale • Failure to Scale, product failed due to [many, many] issues
  28. 28. More Cautionary Tales - 3 • Large company – “Let a thousand flowers bloom” approach • Market moving product development in a regulated industry • Failed to scale
  29. 29. More Cautionary Tales - 4 • Medium sized company – CXO asked for Agility, and only got Scrum instead. • Intensive coaching, Fantastic Scrum practices • Did revenue go up, or cost go down? • How much should I cut your budget for next year? • Heads rolled.
  30. 30. Thank You !

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