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Agile digital enterprise framework v1.4

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a draft approach to the framework

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Agile digital enterprise framework v1.4

  1. 1. P I E R R E E . N E I S E D I T E D B Y C H R I S T O P H E R M A N N A N A G I L E D I G I TA L E N T E R P R I S E A P P R O A C H A P R I L , 2 0 1 6 DROP
  2. 2. 2 I B E L I E V E T H AT D I G I TA L W O R K C A N N O T B E A C H I E V E D W I T H O U T A N A G I L E A P P R O A C H . T H E M E A N I N G O F A G I L E A P P R O A C H I S T O O N B O A R D A L L T H E S TA K E H O L D E R S I N T H AT J O U R N E Y. A L L D O E S N ’ T M E A N A S M A L L E L I T E . A L L M E A N S A L L T H E A G E N T S O F Y O U R O R G A N I S AT I O N A L E R T I N G W H E N O P P O R T U N I T I E S O C C U R S . P U R P O S E O F T H I S A P P R O A C H I S T O G I V E Y O U T H E D I R E C T I O N T O C R E AT E S E R E N D I P I T Y M O M E N T S O F VA L U E C R E AT I O N B E A B L E T O P I V O T O R P E R S E V E R E I N A V E RY I N T E N S E T I M E S L O T. P I E R R E
  3. 3. D E D I C AT I O N This work is dedicated to all the those colleagues and clients alike who always bring new challenges, support and trust 
 in approaches that can seem complicated before mastery. 3
  4. 4. F O R E W O R D Work on Digital Projects for couple of years and you discover amazing methods and techniques. ServiceJam is one of them, it’s also called Hackathon in Software Development or Startup Weekends. Two days are simply structured around a common purpose. These events innovate solutions by "Doing, not Talking." Purpose is simply understood without need for deep rational analysis. You have to try it to really connect with the concept. Another is the Scrum framework which manages by time constraints for self-organized people progressing together on a shared purpose. The main lesson that you can learn from Scrum is the power of teamwork in a hyper productivity manner. And, Lean Startup brought interesting Digital aspects to the forefront : Minimal Valuable Product and Build-Measure-Learn amplifying the aim to test an idea before start. Old habits poison the best intentions. Service Design replaces time consuming Scope Management. Scrum Team work in Feature Teams induce jumping around different projects instead focusing on a single product at a time. Lean Startup is rarely practiced; instead people are developing a never ending idea and running like crazy for funding or for a budget. Dave Snowden's Cynefin framework gives us keys to unlock the power of Complex Systems. Let's use them! We are proposing a framework enabling a Safe-to-fail approach for all the stakeholders expecting and creating the value of a digital project in a highly creativity intense manner like a Hackathon / Service Jam for participants from Business, IT, HR, Finance, Marketing and Customers. Agile Digital Enterprise goes beyond IT and Business collaboration. We include HR and Finance, the heart and soul of the business to resonance the hearts and souls of persons to better serve interacting customers. 4
  5. 5. I N T R O D U C T I O N Digital is as old as the Internet, but continues to challenge our approach towards change and innovation.Tools and technologies can work well or not. Startups and small structures appear to respond more effectively than better-resourced larger structures. The Agile Manifesto changed the rules of the game in software development in 2001. It is possible to do better, faster by focusing on the relationship between developers and customers. Agile Digital Enterprise exaptates* methods like Cynefin, Scrum, Service Design, Lean Startup, Customer & User Experience. Be light, sharp and nimble. Startups, digital ventures, SMEs and any company developing digital products in a highly competitive market needs to a heart-and-soul shift in function of customer- relationship value. * exaptation: « a shift in the function of a trait during evolution ». * coherence: it is the distance between "we know it's true" and "this is the assumption of a person" Agile Digital Enterprise is a coherent* framework for rapid crossover delivery of actionable minimal state-of-the-art solutions. Communication and time constraints provide constructive co-creation: minimum viable solutions come in one iteration measured in weeks. Opportunities emerge from self-organizing operations and support caring for customers. Improvement is measured from one release to the next. Releases are necessarily early, often and involve fast client feedback. Agile Digital Enterprise creation is microcosmic of state-of-the-art emergent innovation.
  6. 6. A G I L E D I G I TA L E N T E R P R I S E 
 
 N E C E S S A R I LY ! T H I S I S D I G I TA L ! The digital takeover presents opportunities and threats for all kind of business.Mobile and social media, big data are now the playing field. Our Customers want to buy more through digital channels nowadays. We need to use available technology, connected devices and all means at our disposal. Challenges always emerge and often affect the whole value chain of the enterprise. Most digital projects are using an iterative approach in their development phases and then snap back to a waterfall manufacturing mindset: 6 month scope management replaced by 6 months customer journey creation and all-or-nothing deliveries. Agile Digital Enterprise is more highly responsive, client-driven and state-of-the-art. Digital disrupts the structure of the Enterprise by shifting to a « front- based » responsive organization kept honest by Agile. More than buzzwords, Agile Digital Enterprise is a behavior shift where Business-To-Customer move to Customer-To-Business relations. 3119 hours minutes Average time spent per month browsing online on PCs or laptops 23.7millions Number of UK fixed residential & SME broadband lines 80% Proportion of adults with broadband in the UK (fixed & mobile) 72% Proportion of online adults who use social networking sites 61% Proportion of people who use their mobile handset to access the internet source: OFCOM - UK - 2015
  7. 7. R E S P O N D • Respond to customers • Take customer’s experience into account from end-to-end • Unleash creativity • Ensure high ROI • Create value in time C O V E R • Fill the gaps in all communication layers • Decide in time • Lead • Know • Collaborate L E A R N • Engage innovation • Create value through learned artefacts • Jam and Retro-inspect challenges • Learn lessons as an assets for both personal and organizational development T H E S E A R E T H E B E N E F I T S O F A G I L E D I G I TA L E N T E R P R I S E 7
  8. 8. A G I L E D I G I TA L E N T E R P R I S E B E A F R A I D ! B E C O N F I D E N T ! At Senior Management level, Digital is no longer seen as technology only but as a real strategic need. The goal is to generate innovation to ensure future enterprise wealth. This challenge impacts all parts of the business. To get this, the strategy is to foster rupture with more organization and less structure : • Organize human resources • Rationalize production means • Keep the customer in sight • Pace your development • Put innovation in the driver's seat • Engage customers • Address complex systems • Center development on the customer • Respect boundaries that allow scale • Vary practices • Make sense • Embrace empiricism and iteration ValueAxis 0 17,5 35 52,5 70 Synonymous with IT Tech investments in all parts of businesses Customer-facing activities Tech innovation activties Data & analytics activties 13 46 37 45 41 11 62 49 25 29 14 50 33 4141 CEO CMO CDO Source:PwC,2015GlobalDigitalIQ®Survey “[Digital] is no longer just technology or a cost centre . . . digital has now become a revenue generator and cost saver, a productivity play.” – C E S A R R A I N U S S O
  9. 9. U S I N G T H E P O W E R O F T H E D R O P - G O A L F O R O R G A N I C G R O W T H ! 9 PR OBLEM , OPT ION S, PROTOTYP E VIABLE SOLUTION M A S T E RY A U T O N O M Y S A F E C O N TA I N E R C O M P E T E N C E , L E A R N I N G , E X P E R I E N C I N G P U R P O S E C U S T O M E R J O U R N E Y, T E A M A L I G N M E N T, T E A M E X C E L L E N C E , C U S T O M E R D E L I G H T Solutions are emerging from a small baby steps approach from hypothesis to actionable solution. In ADE, baby steps are more likely Drop-Goals of concrete solutions. These solutions are helping to increase the level of conversation between people with a common interest but just speaking a different language. source: « Drive », D.Pink, improved by Agile4HR working group.
  10. 10. A N A G I L E D I G I TA L O R G A N I Z AT I O N P R O B L E M O P T I O N S P R O T O T Y P E V I A B L E S O L U T I O N Customer Journey Team Alignment Team Excellence Customer Delight « If you can draw a model on a napkin you cannot create meaning. The objective is to create value for people, not for its creator. » –D.Snowden Like in rugby, this example process is a drop-kick to (re)starts the game at the current field position (re)establishing momentum towards a goal. 10
  11. 11. P R O B L E M It is • an idea generation workshop • an initial alignment for common interest • a time-boxed rough momentum • the first time of stakeholder gathering • the Customer Journey Development It is not • a presentation, a report, a review • a scope, a roadmap workshop, a story mapping workshop PRACTICES: facilitation, Service Design, co-creation PROCESSES: explain the demand, generate first ideas, destroy first ideas (resilience), generate new idea, align the idea (resilience), refine the idea on robust story telling shape (obvious for all stakeholders) TOOLS: visual management and facilitation tools only. INFRASTRUCTURE: safe facilitation room, ideally not in the day-to-day business facility 11 P R O B L E M O P T I O N S P R O T O T Y P E V I A B L E S O L U T I O N Customer Journey Team Alignment Team Excellence Customer Delight
  12. 12. O P T I O N S It is • a solutions generation workshop • an initial alignment for common interest • a time-boxed rough momentum • the first time of stakeholder gathering • the Customer Journey Development It is not • a presentation, a report, a review • a scope, a roadmap workshop, a story mapping workshop PRACTICES: facilitation, Service Design, co-creation PROCESSES: explain the demand, generate first ideas, destroy first ideas (resilience), generate new idea, align the idea (resilience), refine the idea on robust story telling shape (obvious for all stakeholders) TOOLS: visual management and facilitation tools only. INFRASTRUCTURE: safe facilitation room, ideally not in the day-to-day business facility 12 P R O B L E M O P T I O N S P R O T O T Y P E V I A B L E S O L U T I O N Customer Journey Team Alignment Team Excellence Customer Delight
  13. 13. P R O T O T Y P E It is • a single minimal valuable solution generation workshop • a single team prototyping event • a time-boxed rough momentum • a coded ready-to-use Alpha / Beta 1 It is not • a presentation, a report, a review PRACTICES: facilitation, Service Design, co-creation, UX Design, Software Architecture, everything that matters to create a powerful solution PROCESSES: improve the option, design a prototype, build the prototype, test the prototype, destroy to reach the Minimal Viable Solution with the customer TOOLS: visual management and facilitation tools, and all the necessary tool set that helps to get the prototype done. INFRASTRUCTURE: safe facilitation room, ideally not in the day-to-day business facility 13 P R O B L E M O P T I O N S P R O T O T Y P E V I A B L E S O L U T I O N Customer Journey Team Alignment Team Excellence Customer Delight
  14. 14. V I A B L E S O L U T I O N It is • the development sprint/iteration when the Minimal Valuable Solution (MVS) is build • A beta 2 / Release candidate in a subset of production • A used feature • Customer feedback on effective use of the feature It is not • Pussy-footing PRACTICES: visual management, Scrumban, development, QA PROCESSES: the Development Team helps their early involvement knows what and how to build the MVS TOOLS: visual management to track progress and highlight impediments, daily standup meetings, review and retrospective the last day, social communication tools for alignement and information purposes INFRASTRUCTURE: usually the team sits together in a team room and has everything they need. 14 P R O B L E M O P T I O N S P R O T O T Y P E V I A B L E S O L U T I O N Customer Journey Team Alignment Team Excellence Customer Delight
  15. 15. T I M E C O N S T R A I N T S The Problem to Viable Solution (MVS) cycle takes an iteration. An iteration can be one to six weeks. The outcome of the PROBLEM is a Customer Journey (CJ). The CJ is the interpretation of Customer’s expectation. A CJ should be obvious for all stakeholders and ensure understanding and engagement. For a two-week iteration, the Problem stage should not take longer than 2 days with a preference for 1. The outcome of OPTIONS is a collection of different CJ interpretations. By selecting the most coherent option, the customer clarify its expectations. OPTIONS should not take longer than 2 days. The outcome of PROTOTYPE is an actionable case. Actionable means working prototype. Case means having a Business Model Canvas. PROTOTYPE should not take longer than 2 days. The outcome of the VIABLE SOLUTION is the Deployment of the Solution. MVS should not take longer than a working week. week 1 week 2 IDEATION OPTIONS PROTOTYPE MVS DEPLOY
  16. 16. M O M E N T U M S PROBLEM is a time-boxed workshop, facilitated by the Customer Journey (CJ) to ensure that we know what the customer want in terms of « DO-THINK- FEEL ». OPTIONS is a « Service Jam » or « Hackathon » with a team of self organising people gathering in a 2 days rush to create a working prototype including its business case. Like in Hackathons or ServiceJams, purpose is to produce as much as possible options for the customer. OPTIONS closes with a Review and the customer select the best option to work on it. Customer can be involved during this workshop as an agent in immersion. Outcomes of OPTIONS are working prototypes and cases in Lean Canvas format as example. PROTOTYPE is a second run of a 2 days co-creation workshop with a team of self organizing people. In PROTOTYPE, all the attendees are working on the same CJ (outcome of OPTIONS). The first day is a build, the second day is a "destroy". Destroy means to push away all the unnecessary features from the prototype to provide a Viable Solution (MVS). MVS is the minimal set responding to the CJ. Outcome of PROTOTYPE is the readiness to realease. VIABLE SOLUTION is a one week iteration where the Development Team build the MVS ready to deploy. The MVS ends with the Review and a Retrospective. 16 P R O B L E M O P T I O N S P R O T O T Y P E V I A B L E S O L U T I O N Customer Journey Team Alignment Team Excellence Customer Delight
  17. 17. R O L E S D E V E L O P E R S M A N A G E M E N T C L I E N T / U S E R S A D E Developers are the people with the necessary skills to develop the solution, ex. agile coach, CJ owner, full stack developers, UX designers, facilitators, engineers, DevOps, graphic designers, etc… Client is the people who buys the solution to solve their problem. Users are client’s customer, the people expecting a great Customer and User Experience. Management are the people in charge of the host-organization willing to provide the best Customer Experience for their Client. They give the space to experiment in a short time according to their business strategy. They are taking benefits from ADE to engage all the stakeholders to reduce business risks, collect innovations and opportunities. Management provides a Safe-to-Fail environment.
  18. 18. R O L E S Roles are important, we need to know who needs to be involved, who needs to interact with whom. Trying to keep the Roles&Responsibilities matrix as simple as possible to enable Complex momentums to happen, only 2 roles are mandatory as a pair: a Customer-Journey Owner (CJO) and an Agile Coach. The first has a focus on the content, the second on the organisation. Management, manages the boundaries of the Agile Digital Enterprise and protects the participants from external threats and impediments, involved for risks, contracts, strategic alignment, to understand customer’s expectation and response capabilities. Provides the resources to enable the opportunity of the value creation flow. She collects the un-used outcomes from OPTIONS as business opportunities.. Client is involved to directly interact with the developers. She addresses her needs and vision. Validates the customer journey and selects the option to be prototyped. Is available for feedback at least in the reviews but ideally all along the project. User should be committed to ensure effective customer experience. They are the solution testers keen to leave feedback. Developers is a Team, engaged in the whole project cycle and completely dedicated to its accomplishment. Developers have the necessary available skills to get the work done. Agile Coach, ensures the dynamic on the framework in a safe-to- fail approach. Agile Coach can be one or a couple of coaches facilitating and coaching all the stakeholders during the journey.. Customer Journey Owner (CJO) are translating more likely the Client Vision than a fixed plan. She ensures that the purpose is obvious for all the participants and collects the outcome from each phases to improve the solution as response to the purpose. *organisation: an organized group of people with a particular purpose, such as a business or government department (wikipedia).
  19. 19. S C A L E Y O U R A G I L E D I G I TA L E N T E R P R I S E 19 Scaling means that your experiment will affect the whole organisation and not a single engineering or development section. Side effect of ADE is the ignition of a culture shift to a resilient organic organisation with continuity of identity: « evolving from parasite to symbiote ». We recommend to start with a single journey as small site effect simulation and then roll- out to other entities. But we know that sometimes the conditions makes this unfeasible and you have to manage one customer journey in different entities, or several customer journeys in several entities. S H I F T I N G F R O M E N G I N E E R I N G M I N D S Y S T E M T O A N O R G A N I C S Y S T E M
  20. 20. S E V E R A L T E A M S & L O C AT I O N S 20 ENTITY1 ENTITY2 ENTITY3 ENTITY4 ENTITY5 Each single team operates as described previously with additions. Share the Customer Journey. Broadcasting or video conference helps participant inspiration. Otherwise "Catchball" and send your outcome to all different locations and follow through. Accept controversies and collegial decisions. Repeat the process for OPTIONS. Ensure development alignment for PROTOTYPE and VIABLE SOLUTION via daily synchronization. Outcome can be a single or several deployments taking integration into account.
  21. 21. S E V E R A L S U B J E C T S A N D T E A M S 21 ENTITY1 ENTITY2 ENTITY3 ENTITY4 ENTITY5 Each subject operates as described previously for multiple teams with additions. Build cross-team culture and have pivot meetings. Concentrate geographically as much as possible. Accept multiple complementary or even agnostic solutions. 21
  22. 22. W H E R E C A N Y O U A P P LY A D E ? • of course all kinds of digital work: Apps, e-documents, etc.. • ADE is fitted to start fast without wasting your time and budget in high level activities • it’s fitted to start a product development (ex. sprint zeros) • it’s a rough way to test your ability to change your enterprise with more organisation and less structure. • ADE needs disciplined time management and trust in self organisation. • Doing an ADE is perhaps the first time that you will experience agile complex systems management. • Point of attention: regards to high level of engagement required, to much ADE, kills ADE. I my tests, we did a first one, then 2 weeks of business as usual, then ADE again. • ADE should be fun and not a shock therapy.
  23. 23. L I S T O F R E F E R E N C E S • « A Leader’s Framework for Decision Making », D.Snowden and M. Boone, HBR • « Five Dysfunction of a Team », P. Lencioni • « An Agile Adoption and Transformation Survival Guide », M. Sahota • « The seven habits of highly effective digital entreprises », ’T. Olanrewaju, K. Smaje, and P. Willmott ,McKinsey&Company • « This is Service Design », M. Stickdorn, J. Schneider • « Myths and Patterns of Organisation Change », L. Rising • « Adhocracy for an Agile Age », J. Birkinshaw and J. Ridderstråle, McKinsey&Company • « How arts and cultural organisations in England use technology », Digital Culture 2015 • « Digital to the Core », M. Rasking & G. Waller • « Organization Design for Desing Organisations », P. Merholz • « UX Design for Startups », M. Treder • « The Goal », E.M. Goldratt • « Agile Product Management with Scrum », R. Pichler • « The New Product Development with Lean Startup and Scrum », R. Pichler • « The Lean Product Playbook », D. Olsen • « The Startup Owner’s Manual », S.Blank & B.Dorf • « The principles of Product Development Flow », D. Reinersten • « Innovation et Transformation Organisationnelle », J.M. DeJonghe • « Canadian Banks 2016, Embracing FinTech movement », pWc
  24. 24. A G I L E D I G I TA L E N T E R P R I S E Pierre E. NEIS L O N D O N pierre@wecompany.me +352 661 727 867 Christopher Mann PA R I S christopher@mann.fr +33 781 811 811 Pierre Hervouet B E I R U T phervouet@upward.consulting +961 3 665 755 Rudi Bringtowm L U X E M B O U R G rudi.bringtown@cx-first.com +352 691 799 650 Michael Tarnowski W I E S B A D E N info@play-in-business.com +49 172 69 15 261 Giovanni Puliti F I R E N Z E gpuliti@mokabyte.it

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