Agile @ scale through mindset and practice

1. agilebydesign.com
@agile_bydesign
Achieving Agility at
Scale through
Mindset and Practice

2. agilebydesign.com
@agile_bydesign
the way we Organize our People
the way we Decide and Guide
the way we Fund our Effort
the way we Deliver Value1
2
3
4
Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by
application of deliberate practice
Enterprise Agility requires a shift in mindset regarding…
• Frequent Delivery
• Small Increments
• Less In Progress
• Diversify Risk
• Smaller, Self Organizing Team
• Market Value
• Right Behaviour
• Fund Teams
• Fund Capability
• Fund Learning
• Funding is not Prioritization
• Leaders Serve Teams
• Centralize Outcomes and
Objectives
• De-centralize Initiatives and
Activity
• Measurements Encourage
Experimentation

3. agilebydesign.com
@agile_bydesign
Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by application of
deliberate practice
Gain leadership consensus on the Urgency
and Share the Vision
Incrementally adopt sustainable, Scaled Agile
Footprints by customer experience, or at least
by LOB
Focus leadership on enabling agility across the
organizations
Revisit control / support functions support to
enable agility without sacrificing safety
Eliminate technical barriers to agility
Adopt practises to outpace market competition
1
2
3
4
5
6
Objectives
• maximize education of mindset and fundamentals
• analyze context and problems
• socialize agile operating model
• support eager adopters piloting
• design team structure and operational model
• stand up foundational practices and coach teams
• stand up management practices and coach leaders
• executives guide enterprise improvement flow
• use agility indicators to direct managers to attack delay and silos
• mindset training
• Support functions adopt customer service orientation, flow, and updates required to work as a
platform
• Adopt seed, program, and portfolio funding approaches
• Agile workforce design: teams: T-shaped resources: wider job titles, compliance, operations,
architecture
• Adopt fundamental engineering practices
• Align systems to architecture teams structure
• Implement foundational Agile engineering practices
• Integrate with common continuous deployment and cloud
• Adopt market/customer validated learning
• Adopt financial innovation; relative metrics, decentralized budgeting, rolling forecast
• Adopt customer validation engineering techniques
Strategy

4. agilebydesign.com
@agile_bydesign
Later
(3)
Soon
(3)
Next
(3)
Revenue
Feature
Delivery
Market
Feedback
Monthly
Daily
Investment
Later
(1)
Soon
(1)
Next
(1)
Capability
Later
(0)
Soon
(0)
Next
(1)
Lead Time and Cost Of Delay
Innovation Accounting
Weekly
Validated
Learning
Improvement Impact
Adopt practices that support thinking
differently regarding the way we Deliver
value
A. Visibly constrain work to a limited number of
outcomes, balanced across value and
improvements
B. Prioritize and validate discrete increments of
value frequently, and focus on minimizing lead
time, and maximizing feedback
• Frequent Delivery
• Small Increments
• Less In Progress
• Diversify Risk
Change the way we think regarding the way we
Deliver value
Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by application of
deliberate practice

5. agilebydesign.com
@agile_bydesign
Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by application of
deliberate practice
Feature Portfolio
Innovation Center
Lab
Lab
Investment
Feature
Innovate
Revenue
Capability
Market
Feedback
Service Center
Traveller PoolValue Center
Lab Lab
Innovate
Adopt practices that support thinking
differently regarding the way we Organize
our people
C. Attract and grow the talent required to thrive
in smaller, self- organizing teams
D. Design your enterprise so that knowledge
workers can continuously organize around
market value
E. Implement a workforce design that widens job
titles, grows t-shaped resources, and
emphasizes team accountability
F. Focus energy on adopting behaviour over tools
and frameworks, this will lead people towards
a change of mindset
Change the way we think about
Organizing Our People
• Smaller, Self Organizing Team
• Market Value
• Right Behaviour
• Visualize Flow
• Customer Increments
• Improve with Discipline
• Self Organizing Teams
• Validate all Assumptions
• Accelerate Learning
• Customer Focus
• Get out of the building

6. agilebydesign.com
@agile_bydesign
Objective 1
Objective 2
Objective N
Learning Milestone 1
Learning Milestone 1
Learning Milestone N
Seed
Funding
Monthly
Burn Rate
Fund and Validate
Objectives
Yearly / Quarterly
Feature
Prioritization
Feature
Delivery
Prioritize and Validate
Value
Monthly / Weekly
Fund and Validate Innovation
Monthly
Validated
Learning
Prioritize and Validate
Market Feedback
weekly / Daily
Experiment
Prioritization
Growing, Operating, and Improving an Agile Enterprise involves a change in
mindset followed by application of deliberate practice
Adopt practices that support thinking
differently regarding the way we Fund Our
Work
G. Fund portfolios of business capabilities,
objectives, or customer experience
H. Decouple funding cycles from prioritization &
validation cycles, avoid funding discrete
projects
I. Fund truly innovative efforts like a start up,
assessing progress through validated feedback
of learning milestones
Change the way we think about the way we Fund
Our Work
• Fund Teams
• Fund Capability
• Fund Learning
• Funding is not Prioritization

7. agilebydesign.com
@agile_bydesign
Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by application of
deliberate practice
Key Metrics that
Matter
Alignment
Hypothesis
Impediments,
Performance,
Experiments
…the way we
I. Leaders align on the outcomes and how to measure
them, while enabling staff to experiment towards
achieving them
J. Focus leadership on identifying, and eliminating
sources of delay and impediments to collaboration
Adopt practices that support thinking
differently regarding the way we Make and
Guide Decision
Change the way we think about the way we Make and
Guide Decision
• Leaders Serve Teams
• Centralize Outcomes and Objectives
• De-centralize Initiatives and Activity
• Measurements Encourage Experimentation
Call to Action
Delay, Siloes

8. agilebydesign.com
@agile_bydesign
Traveler Pool
…the way we
Deliver value
• Frequent Delivery
• Small Increments
• Less In Progress
• Diversify Risk
…the way we Guide
Decisions
• Leaders Serve Teams
• Centralize Outcomes
• De-centralize Activit
• Measure to Experiment
…the way we
Organize our
people
• Smaller, Self
Organizing Team
• Market Value
• Right Behaviour
…the way we
Fund Value
• Fund Teams
• Fund Capability
• Fund Learning
• Funding is not
Prioritization
A. Visibly constrain work to limited number of
outcomes, balanced across value and
improvements
B. Prioritize and validate discrete increments of
value frequently, and focus on minimizing lead
time to deliver
And adopt practices to…
C. Attract and grow for the talent required to thrive
in smaller, self- organizing teams
D. Design your enterprise so that knowledge workers
can continuously organize around market value
E. Implement a workforce design that widens job
titles, grows t-shaped resources, and emphasizes
team accountability
F. Focusing on behaviour over tools and frameworks
will lead people towards a change of mindset
H. Fund truly innovative efforts like a start up,
assessing progress through validation of learning
milestones
I. Leaders align on the outcomes and how to measure
them, while enabling staff to experiment towards
achieving them
J. Focus leadership on identifying, and eliminating
sources of delay and impediments to collaboration
Later
(3)
Soon
(3)
Next
(3)
Objective Objective 1
Objective 2
Objective N
Monthly
Burn Rate
Lead Time and Cost Of Delay
Key Metrics
that Matter
Alignment
Hypothesis
Monthly Prioritization
Objective
Portfolio
Innovation Center
Innovation Accounting
Lab Lab
Investment
Revenue
Innovate
Objective Learning Milestone 1
Learning Milestone 1
Learning Milestone N
Seed
Funding
Weekly
Learning
A
B
D
• Visualize Flow
• Customer Increments
• Improve with Discipline
• Self Organizing Teams
F
G
H
I
Improved Value
New Value
Impediments
J
G. Fund our efforts based on business capabilities or
customer experience, decoupled from
prioritization, avoid funding discrete projects
E
C
Change the way
we think
regarding…
Growing, Operating, and Improving an Agile Enterprise involves a change in mindset followed by application of
deliberate practice