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Speaker Slides: Bringing Agile Management to International Development

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Speaker slides from the workshop Bringing Agile Management to International Development hosted by OnFrontiers in Washington DC, July 16, 2019 at the Eaton Hotel.

Published in: Leadership & Management
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Speaker Slides: Bringing Agile Management to International Development

  1. 1. Bringing Agile Management to International Development How Companies and Organizations are Innovating in a Transformational Time July 16, 2019 • Eaton Hotel, Washington DC
  2. 2. 2 Bringing Agile to International Development Welcome to the age of agility!
  3. 3. 3 OnFrontiers brings automation to the knowledge economy Key highlights ‣ The first end-to-end expertise management platform for business ‣ Serve 60+ customers including leading consultancies firms, investors, and corporations ‣ We connect users to over 300k experts in 100+ countries “OnFrontiers, please find me an expert on cyber security for healthcare products in Brazil?” Bringing Agile to International Development
  4. 4. 4 What is the distributor landscape of plastics in Vietnam? How do cash transfer programs work in Mexico? What is the market like for office furniture in Indonesia? What is the competitive landscape for non- utility water services in India? Is Costa Rica a desirable market to develop successful solar DG projects? What is the procurement process for medical devices in Rio? Do for-profit prisons perform as well as federal ones? How can we better understand early childhood development in Bosnia? What is the rail market trend in Asia? What are the risks of financing natural gas in Eastern Europe? Hyper targeted matching within hours Bringing Agile to International Development
  5. 5. 5 Bringing Agile to International Development Steve Denning Noted author and storyteller
  6. 6. 6 Bringing Agile to International Development Stefano Negri Former Manager, CEO's Strategic Initiatives, World Bank Jonathan Nash VP and Chief StrategyOfficer, Blumont Inc. Former Acting CEO, Millennium Challenge Corporation Brigit Helms VP Technical Services, DAI Alexis Bonnell Chief Innovation Officer, USAID Development Experts & Panelists
  7. 7. 7 Bringing Agile to International Development Who is in the room? ‣ 80+ Attendees from 40+ Development Institutions ‣ Top Funders, Implementers, Social Enterprises all represented
  8. 8. 8 Agenda 8:00-9:00 REGISTRATION AND NETWORKING 9:00-9:10 WELCOME & INTRODUCTION • Brian Caouette 9:10-9:40 AGILE INTRODUCTION • Steve Denning 9:40-10:30 AGILE & DEVELOPMENT INSTITUTIONS • Jonathan Nash on Millennium Challenge Corporation (MCC) • Brigit Helms on Development Alternatives International (DAI) • Stefano Negri on The World Bank • Alexis Bonnell on US Agency for International Development (USAID) Bringing Agile to International Development 10:30-10:45 COFFEE BREAK 10:45-11:45 PANEL DISCUSSION 11:45am-12:00 CONCLUDING REMARKS & WRAP-UP • Steve Denning • Brian Caouette 12:00-12:30pm POST-EVENT NETWORKING/CONVERSATION
  9. 9. 9 The Chatham Rule When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed Bringing Agile to International Development
  10. 10. Agile Introduction Steve Denning
  11. 11. The Age of Agile Steve Denning
  12. 12. 2010 Software development General management 2010
  13. 13. What I heard at the Drucker Forum • “Agile is only for software” • “Agile doesn’t scale” • “Agile can’t handle complexity” • “Agile isn’t reliable” • “Agile doesn’t last” 2014
  14. 14. http://www.sdlearningconsortium.org/ Members since 2015 have included 2015
  15. 15. Findings of the SD Learning Consortium • “Agile is only for software” • “Agile doesn’t scale” • “Agile can’t handle complexity” • “Agile isn’t reliable” • “Agile doesn’t endure” Agile is spreading to everything Agile scales without sclerosis Agile handles complexity Agile can be fail-safe Some examples: 10-15 years
  16. 16. “Agile is eating the world! The good news. 2019
  17. 17. Today’s ‘Giants’20th Century ‘Giants’ June 28, 2019 2019
  18. 18. Exploring 3 2 5 Progressing Strengthening Mapping the Microsoft Journey 3. Adopt Agile for 25 teams 3 2. Form several teams 1 1. Form one team 2008 2016 201820142010 2012 BusinessAgility Time 4 4. Agile adoption grows organically 5. Nadella becomes CEO 6. Dev. Division gets Agile ‘org- wide mandate’ 7 6. Agile thinking spreads 7. Grow healthy culture 8 6 10. Culture of trust and results 9. Growth mindset (vs fixed mindset): specific ‘Agile mandate’ fades 9 10 Top involved Bottom up Market cap $1 trillion biillion
  19. 19. Exploring 3 2 5 Progressing Strengthening Mapping the Microsoft Journey 3. Adopt Agile for 25 teams 3 2. Form several teams 1 1. Form one team 2008 2016 201820142010 2012 BusinessAgility Time 4 4. Agile adoption grows organically 5. Nadella becomes CEO 6. Dev. Division gets Agile ‘org- wide mandate’ 7 6. Agile thinking spreads 7. Grow healthy culture 8 6 10. Culture of trust and results 9. Growth mindset (vs fixed mindset): specific ‘Agile mandate’ fades 9 10 Top involved Bottom up Ten years It’s like learning a profession!
  20. 20. BusinessAgility Mapping the GE Lean Startup Journey 2008 2012 2016 2018 2 3 2. Lean Startup team named 1 1. CEO discovers Lean Startup 2. All staff trained in Lean Startup 4 2. Lean Startup seen as a process 5 .Disillusion with Lean Startup 5 6 6 .CEO and team are dismissed Top involved Bottom up ? Market cap
  21. 21. The five largest & fastest growing firms on the planet • Apple • Amazon • Facebook • Google • Microsoft • instant • intimate • frictionless • incremental • risk-free • value at scale “The gold standard of corporate performance” The good news.
  22. 22. The five largest & fastest growing firms on the planet • Apple • Amazon • Facebook • Google • Microsoft • instant • intimate • frictionless • incremental • risk-free • value at scale “The gold standard of corporate performance” The good news.
  23. 23. The five largest & fastest growing firms on the planet • Apple • Amazon • Facebook • Google • Microsoft • instant • intimate • frictionless • incremental • risk-free • value at scale “The gold standard of corporate performance” The good news. Every person & thing can now connect with every other person & thing instantly and at zero cost = a new world!
  24. 24. Surveys by Deloitte and McKinsey : • More than 90% of senior executives give high priority to becoming agile. • Less than 10% see their own organization as currently highly agile. Multiple articles about business agility in: • Harvard Business Review • McKinsey Quarterly The good news.
  25. 25. A huge amount of fake Agile going on The bad news.
  26. 26. • Agile as ceremonies: Firms implementing the processes of Agile with no benefits E.g. General Electric? Fake Agile .
  27. 27. • Scaling frameworks are often just another name for bureaucracy E.g. the SAFe framework? Fake Agile .
  28. 28. So what is Agile?
  29. 29. Agile is mindset What we saw:
  30. 30. With an Agile mindset, benefits flowed, no matter what the processes. Without an Agile mindset, no benefits flowed. What we saw:
  31. 31. Agile is mindset Agile is: • Not a system • Not a methodology • Not a technology • Not a platform • Not big data • Not an organizational structure
  32. 32. The components of the Agile mindset • The Law of the Customer • The Law of the Small Team • The Law of the Network Three central ideas
  33. 33. 1. The Law of the Customer The Agile mindset
  34. 34. 21st Century: Power in the marketplace shifted to the customer 1. The Law of the Customer There is only one valid purpose of a firm: to create a customer The three laws of Agile Peter Drucker 1954
  35. 35. 25 Firm Customer Firm The Copernican Revolution in management Customer 1. The Law of the Customer The three laws of Agile This is a different way of understanding how the world works
  36. 36. Customer focus vs customer obsession Our top priority is to add value to the customer! …. But only within the constraints of our systems and processes
  37. 37. Customer focus vs customer obsession In the best Agile implementations: • Everyone in the organization shares the obsession with customers • No activity begins unless and until its value for customers has been defined in advance • No activity begins unless and until real-time customer-based metrics are in place Think Like Amazon by John Rossman (2019)
  38. 38. 2. The Law of the Small Team The Agile mindset
  39. 39. There is a presumption of: • Descaling complex problems into small pieces • Having work done by cross-functional self-organizing teams • Working in small cycles, getting work completely done • Getting direct feedback from customers • Daily standups, and retrospectives 2. The Law of the Small Team The three laws of Agile
  40. 40. The customer becomes the boss Teams are autonomous but customer-driven: • The team doesn’t start work unless and until its value for customers has been defined in advance • The team doesn’t start work unless and until real-time customer-based metrics are in place • The team’s performance is measured by customer impact Think Like Amazon by John Rossman (2019)
  41. 41. 2. The Law of the Small Team The three laws of Agile Managers still exist, but their role changes • From controlling to enabling • Helping resolve priorities • Removing impediments • Ensuring teams resolve dependencies on other teams The manager can’t tell the staff what to do!
  42. 42. 3. The Law of the Network The Agile mindset
  43. 43. The three laws of Agile • The organization functions like a fluid network • Communications flow up, down, sideways • Ideas can come from anywhere 3. The Law of the Network
  44. 44. The three laws of Agile 3. The Law of the Network
  45. 45. The three laws of Agile 3. The Law of the Network All teams focused on the organization’s mission Each team focused on its own unit’s mission
  46. 46. The Law of the Network 1 Common physical space 2. Daily decision-making session 3. Exchange of staff between teams 4. From commander to gardener Gen. Stan McChrystal, Team of Teams U.S. Army Getting collaboration across units
  47. 47. From fierce commander… … to gardener Gen. Stan McChrystal, Team of Teams 3. The Law of the Network
  48. 48. CEO CHRO CFO SVP Tech SVP Product SVP Sales Div 1 Div 2 Div 3 Product A Sales MarketingProduct B This can be a problem for the traditional org structure The Law of the Network
  49. 49. CEO CHRO CFO SVP Tech SVP Product SVP Sales Div 1 Div 2 Div 3 Product A Sales MarketingProduct B In ‘partial Agile’, most of the gains of Agile are lost The Law of the Network Agile Not Agile
  50. 50. Exploring 3 2 5 Progressing Mastering Stalled half-way 3. Adopt Agile more eams 3 2. Form several teams 1 1. Form one team BusinessAgility Time 4 4. Adopt Agile many teams 5. Management declares premature victory Top involved Bottom up 3
  51. 51. The Law of the Network Not just IT or R&D: ‘Business Agility’ • Agile budgeting • Agile talent and experience (formerly HR) • Agile strategy • …. the whole organization is Agile
  52. 52. The Law of the Network Budgeting is a particular issue Traditional budgeting Counting the outputs of each unit Agile budgeting Counting outcomes for the customer
  53. 53. The Law of the Network This is how knowledge management works This is how knowledge management fits in
  54. 54. The Law of the Network How could this mess be rigorous? This is how knowledge management fits in
  55. 55. Reconciling scientific rigor and Agile The Law of the Network How could this mess be rigorous? Each team has an objective measurable customer-based function
  56. 56. The evolution of Agile The three laws of Agile 2001-2010: how to manage one or several Agile teams 2010-2015: how to manage large numbers of Agile teams 2016-today: rethinking Agile strategy, HR and budgeting Agile is a journey: you never arrive!
  57. 57. The Agile mindset Three Laws of Agile = Operational AgilityX Summary Any zero means that the total is zero The Agile equation: it’s multiplication, not addition
  58. 58. The Age of Agile Steve Denning
  59. 59. Development Experts
  60. 60. 12 Bringing Agile to International Development Jonathan Nash VP and Chief Strategy Officer, Blumont Inc. Former Acting CEO, Millennium Challenge Corporation
  61. 61. 13 Bringing Agile to International Development Brigit Helms VP Technical Services, DAI
  62. 62. 14
  63. 63. Smart is not enough 15
  64. 64. 17
  65. 65. 19 Bringing Agile to International Development Stefano Negri Former Manager, CEO's Strategic Initiatives, World Bank
  66. 66. 20 Bringing Agile to International Development Alexis Bonnell Chief Innovation Officer, USAID
  67. 67. Panel Discussion
  68. 68. Conclusion & Wrap-up
  69. 69. Networking & Post-Event Conversation

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