Successfully reported this slideshow.

Crossing the Chasm - From Agile to Business Agility

0

Share

1 of 66
1 of 66

Crossing the Chasm - From Agile to Business Agility

0

Share

Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg

Atlassian Webinar presented on June 16th, 2020.

Learn about Business Agility and OpenX's journey towards Business Agility.

Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg

Atlassian Webinar presented on June 16th, 2020.

Learn about Business Agility and OpenX's journey towards Business Agility.

More Related Content

Related Books

Free with a 14 day trial from Scribd

See all

Related Audiobooks

Free with a 14 day trial from Scribd

See all

Crossing the Chasm - From Agile to Business Agility

  1. 1. Crossing the Chasm Maurizio Mancini |Senior Consultant, Exempio Paul Ryan | CTO, OpenX From Agile to Business Agility
  2. 2. A word on Covid-19
  3. 3. Who is OpenX? Who is Exempio?
  4. 4. Duh!
  5. 5. THE MOVE FROM WATERFALL TO AGILE HAS NOT BEEN EASY
  6. 6. MANY ORGANIZATIONS ARE STILL TRYING TO MAKE AGILE WORK IN THEIR SOFTWARE DEVELOPMENT TEAMS!
  7. 7. MANY DAYS FEEL LIKE THIS
  8. 8. THE MOVE FROM AGILE TO BUSINESS AGILITY IS HARDER…
  9. 9. SO MUCH HARDER
  10. 10. Agenda Definitions Patterns and Anti-Patterns Issues and Limitations From the Trenches Recommendations
  11. 11. WHAT IS BUSINESS AGILITY? https://www.agilebusiness.org/page/WhatisBusinessAgility The ability of an organization to: • Adapt quickly to market changes • Respond rapidly and flexibly • Adapt and lead change • Competitive advantage
  12. 12. All teams need to have a more Agile Mindset and approach
  13. 13. • Increased revenue, market share and brand recognition SIGNIFICANT AND ENCOURAGING BENEFITS The Business Agility Report RAISING THE B.A.R. | 2ND EDITION, 2019 https://businessagility.institute/wp-content/uploads/2019/08/BAI-Business-Agility-Report-2019.pdf • Greater transparency and higher employee engagement • Improved relationships with their customers • Faster turnaround times and higher quality offerings 453 respondents - 274 companies
  14. 14. KEY FINDING The Business Agility Report RAISING THE B.A.R. | 2ND EDITION, 2019 https://businessagility.institute/wp-content/uploads/2019/08/BAI-Business-Agility-Report-2019.pdf “… current business agility maturity relatively low … enthusiasm and hope for the future. …struggling with systemic leadership issues relating to trust, investment and culture …ongoing momentum in their business agility journey”.
  15. 15. KEY FINDINGS The Business Agility Report RAISING THE B.A.R. | 2ND EDITION, 2019 https://businessagility.institute/wp-content/uploads/2019/08/BAI-Business-Agility-Report-2019.pdf “… current business agility maturity relatively low … enthusiasm and hope for the future. …struggling with systemic leadership issues relating to trust, investment and culture …ongoing momentum in their business agility journey”. …struggling with systemic leadership issues relating to trust, investment and culture
  16. 16. Why?
  17. 17. CHANGING CULTURE IS NOT EASY…
  18. 18. Agenda Issues and Limitations From the Trenches Recommendations Definition Patterns and Anti-Patterns
  19. 19. If you build the product, then the customers just show up, right?
  20. 20. Exec Portfolio Kanban Many execs don’t lead by example…It Starts from the Top Nope!
  21. 21. Many organizations struggle to define “The Products” they sell. What Products are we selling? Products started as one product… Products don’t fit … …the product changed… sort of…
  22. 22. Who is “The Business” ?
  23. 23. Finance struggles to make the mind shift PRODUCTPROJECT
  24. 24. Change Roles to support the team Key roles for Agile to succeed Too hard to change the roles Can’t disrupt HR Job Descriptions Politics gets in the way Organizations not ready to make compensation changes
  25. 25. We will do Agile BUT • Skip the adoption of the basics SHU HA RI • The adoption of Agile is an evolution (Learn the Basics) (Master)
  26. 26. Implementation of DevOps • DevOps is a change in Mindset • Hit resistance • People protect their “domain”
  27. 27. Change the mechanics but never change the Mindset!
  28. 28. What does it mean to change our Mindset? • Story writing with Conversation. • Code refactoring during a sprint. • Legal team uses collaborative tools. • HR team reduces the hiring cycle. • A developer tests a new feature. • Finance team adopting product financing. • Story writing with Conversation. • Code refactoring during a sprint. • Legal team uses collaborative tools. • HR team reduces the hiring cycle. • A developer tests a new feature. • Finance team adopting product financing.
  29. 29. Over the last 2 years of consulting with various customers, I have recommended Executive Agile Mindset training (VP’s and higher) as an integral part of an Agile Transformation. What percentage of organizations do you think chose to include this type of training in their transformation? 1. 10% 2. 20% 3. 50% Poll Question
  30. 30. 10%
  31. 31. Agenda From the Trenches Recommendations Definitions Issues and Limitations Patterns and Anti-Patterns
  32. 32. Is Business Agility possible for most Organizations? Is Business Agility a Reality for most Organizations?
  33. 33. •Waterfall mindset •Already have answers - why learn and adapt? •Don’t listen •Prioritization is the last customer feedback •Short Attention Spans •47 #1 priority initiatives Executives
  34. 34. • World is not predictable so you need to be able to adapt to the changes •Marketplace is changing quickly and you need to adapt quickly Marketplace
  35. 35. •“Just get going and we’ll figure it out later” •Stories/Epics have no benefit •Funding of initiatives is part of the agile process •Internal proxies for customer •Death by customer feature request Not focusing on what is good for the Customer
  36. 36. Behaviors Language Leadership Values Customs Beliefs Traditions Organizational Culture Objectives, Process and Tools Culture Processes Tools Company Objectives Structure Relationships Cultural Norms Power Influence
  37. 37. Agenda Recommendations Definitions From the Trenches Patterns and Anti-Patterns Issues and Limitations
  38. 38. Agile Business Agility
  39. 39. Tech Ops Engineering Architecture Quality SDLC —> PDLC Software Engineering SDLC Is Not Enough - Agile PDLC Product Management ~90% there MVP Customer Value Experiment and Learn GTM ~50% there
  40. 40. Agile PDLC Hits & Misses Hits: • Use stable teams • Move Ops into teams to build DevOps • Full CI/CD when migrated into GCP Misses: • Build new product to get to ‘market parity’ for 18 months before GTM • GTM (marketing) waterfall for new product release
  41. 41. Legal Customer Support HR Sales FinanceMarketing/PRAccounting Business Operations Product Management It’s a long road… Software Engineering
  42. 42. Common set of tools
  43. 43. Weekly Release Plan review with Execs Executive Mindset Change Release X Sprint 1 Feature 1 Feature 2 Feature 3 Sprint 2 Feature 4 etc… What it takes to build a product Issues to overcome
  44. 44. Product team has been divided into the different products Working at creating a true PDLC 1) GTM 2) Agile in SDLC 3) Lean Approach 4) Inspect and adapt the product strategy based on actual end customer input Product Management First release - MVP Fast Experimentation with quick releases Advanced Roadmaps
  45. 45. Software Engineering • Limiting WIP • Eliminating multitasking • Dedicated Teams • Small teams • Applying systems thinking • Continuous Integration Agile can work Throughput gains are possible
  46. 46. Legal Embraced Kanban •Visibility of requests •Establish priorities •More responsive to the organizations needs There are benefits to tools other than email Same place to go to discuss things
  47. 47. Devops is now within the teams •People responsible for running the systems within the teams •No US vs Them •Centralized Infrastructure team Everyone is an Engineer
  48. 48. Eventually
  49. 49. Eventually •Human Resources - Still too early •Finance - Budget not Product driven •Accounting - Chart of Account madness
  50. 50. Eventually •Business Operations - SFDC, IR tracking - getting there •Customer Support - SFDC, IR tracking - getting there •Sales and Marketing - GTM requires some work from Sales
  51. 51. is Agile and Business Agility so hard to implement? Poll Question
  52. 52. Why is Agile and Business Agility so hard to implement? 1 - Cultural fear of change 2 - Lack of Exec Sponsorship 3 - Perseverance in the process 4 - Adds to much accountability to individuals and teams 5- All of the above Poll Question
  53. 53. Agenda Definitions Recommendations Patterns and Anti-Patterns Issues and Limitations From the Trenches
  54. 54. Executive Involvement If there is none, call it out and stop
  55. 55. Provide Training At all levels of the organization
  56. 56. Advanced Roadmaps Common set of tools
  57. 57. Predictability is almost impossible in the current marketplace Adaptability is what an organization needs to survive today.
  58. 58. There are no short cuts Agile Business Agility
  59. 59. Hark work ahead
  60. 60. Q&A

×