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Agile @ Scale

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How to remain agile, and adapt, as your company grows. Why adopt such methods?

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Agile @ Scale

  1. 1. Agile @ Scale By Sam Zawadi, Agilica
  2. 2. Agilica – Sam Zawadi • Active lean-agile practitioner and trainer, founder of Agilica – a growing agile consultancy brand (UK, Australia, Singapore), and of Agnostic Agile, a global Agile movement • Agile for many years - small companies to large enterprises, B2C and B2B environments • Led agile transformations and delivered agile initiatives
  3. 3. WHAT DO WE MEAN? DO WE MEAN SCALING EXECUTION OR SCALING FOR ORGANISATIONAL AGILITY ?
  4. 4. SCALING EXECUTION?
  5. 5. SCALING FOR ORGANISATIONAL AGILITY?
  6. 6. WHY?
  7. 7. SCALING AGILE - GRASSROOTS RATIONALE 1. OUR TEAMS HAVE EXPANDED! 2. WE NEED TO FIND A BETTER WAY TO WORK TOGETHER 3. WE ARE ALL WORKING ON THE SAME PRODUCT OR PLATFORM 4. WE NEED TO INTEGRATE WITH OTHER TEAMS 5. WE HAVE TOO MANY DEPENDENCIES AND HANDOFFS 6. WE NEED TO ALIGN ON OUR ULTIMATE MISSION
  8. 8. SCALING AGILE - EXECUTIVE RATIONALE 1. WE ARE MANDATED TO ‘GO AGILE’ 2. WE NEED TO JUMP ON THE AGILE BANDWAGON 3. WE NEED TO GO FASTER 4. WE NEED OUR VENDORS TO GO FASTER 5. WE ARE UNDERGOING AN "AGILE TRANSFORMATION" 6. WE NEED TO REDUCE COST 7. WE NEED TO MEASURE EVERYTHING IN THE SAME WAY
  9. 9. SCALING EXECUTION THROUGH EVOLUTION Hint: It’s all about context
  10. 10. IMAGINE A PRACTICE ECOSYSTEM
  11. 11. YOU SELECT THE PRACTICES THAT SUIT YOUR CONTEXT
  12. 12. AND IGNORE THE ONES YOU DON’T NEED
  13. 13. YOU CREATE YOUR OWN CONTEXTUAL METHOD, AGNOSTIC OF ANY OTHER IN THIS WAY, YOU WILL EFFECT ORGANISATIONAL CHANGE AS YOU INTERACT WITH OTHER AREAS
  14. 14. SCALING FOR ORGANISATIONAL AGILITY Hint: Think beyond execution
  15. 15. Business / Organisational Agility Definition: The ability of organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision • Be nimble in order to create and sustain change • Be adaptive, flexible and balanced • Continuously innovate • Continuously remain at a competitive advantage
  16. 16. THIS IS SERIOUS BUSINESS Can require changes to any or all of: • Organisational structure – stable cross-functional teams / value streams, roles • Organisational culture – psychological safety, trust, empowerment, leadership, experimentation • Technology – enabling safe and rapid deployment of working software • Processes and practices – innovation and development
  17. 17. IT’S ALL IN THE MIND(SET)
  18. 18. High Performing Cultures “I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.” Louis V. Gerstner, Jr. KBE. Chairman of the board of IBM from April 1993 until his retirement in December 2002.
  19. 19. Thanks! sam@agilica.com www.agilica.com +61 403 171 136 (AUS) +44 7919 345 242 (UK) www.agnosticagile.org

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