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Customisable Agile readiness assessment

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We provide custom agile readiness assessments that align to your business realities and imperatives.

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Customisable Agile readiness assessment

  1. 1. CXO Advisor Advise – Innovate – Change Agile Readiness Assessment
  2. 2. Why Agility Readiness? Business agility is much more than having an agile platform, capability and team of enthusiastic people:  The effects of agile methods, and results are felt in the business, and always require a business change to the way they view, participate in, and react to change (especially rapid change)  While executives believe there is a need for agility, there is often limited commitment to the necessary resourcing, revised mandates, environmental and behavioural changes. Indeed often the organisation does not have a clear understanding of agile impacts and business enablers  Agility is not necessary at every level or in every area of business  Even if the need is accepted and the willingness is there, agility can only be achieved through correct resourcing, skilling, managing and through having agileappropriate governance
  3. 3. About the agility readiness assessment This Agility Readiness Assessment is a quick way to:  Define the readiness of the organisation, and if agility is indicated, identify areas that need improvement or even identify the need for new processes  Only once these agility factors have been acknowledged, should the agile platform be put into production
  4. 4. Factors to establish Agile readiness We have identified eight related factors which signal agility readiness, and focus agility change management efforts  These are explained on the next page Need Change energy BCD Business Change Drivers Innate Clean Measures Skills Resourcing
  5. 5. Agility Readiness Factors Need  The need for this organisation to be agile, based on external change – How quickly does the industry, the environment, and the customer base change, and demand change of this organisation? BCD (Business Change Drivers)  What drives change at the following process levels: Business in a box (HR, Finance, Procurement, etc.) Industry (mining, travel, telco?) Customer choice (products/services, interactions) , Originate (new products, markets, channels) Clean  How ‘clean’ is the organisation: Bureaucracy load, business simplicity, understood processes, activities, environment, 80:20 mind-set, legacy inertia. Skills  Does the organisation have skills that match the BCD model? What are the competence levels, what capacity levels? Skills apply to both business and IT. Resourcing  What levels of activity according to 3 role model? Funding levels by 3RM benchmark? Is benefits realisation practiced? Measures  What are the organisation’s business measures of success? Do measures match / track business activities? How are benefits measured? Innate  How innate is change in the organisation? How does change flow / get blocked? How is demand managed? How well does the SLI process work? Change energy  How ready is the organisation for change? (Change energy/fatigue) How successful has change been in the past? Are there effective change agents / power bases?
  6. 6. The agility factor wheel • Industry • Environment • Customer base • • • • ∆ readiness ∆ success ∆ agents Power bases Need BCD Change energy Business Change Drivers • Change flows • Demand management Innate • SLI process Clean Measures • Measures of ‘success’ • BCD measures • Benefits / cost ratios • • • • Skills Resourcing • 3RM activity levels • 3RM funding levels • Benefits realisation Business Industry Customer choice Originate • • • • • Bureaucracy Simplicity Understandable 80:20 Legacy inertia • BCD match • Competence • Capacity
  7. 7. The assessment tool (sample page) The assessment uses qualitative questions to deduce a quantitative score for each agility readiness sub-factor 1 2 3 4 5 High level of change in the Intense change. Often environment. Fast difficult to keep up with changing, evolving what is changing / has legislation, or environment changed. Need constant change forces many industry response. Need annual changes on the constant environmental industry monitoring How quickly does the environment in which your industry / sector operates change Need Virtually no change. The industry changes within a static environment. No external pressures on the industry to change Low level of operating environment change. Some legislation, or environmental change. Medium level of environment change. Every year some change or legislation occurs that forces an industry response How fast changing is your industry / sector Virtually no change in this industry / sector. Things stay the same from year to year Low level of change. Some changes occur annually, without much pressure to keep up. Medium level of change. Some industry processes / methods / products change on an annual basis High level of change. Most methods / products / processes have some form of change in a year Every now and then our customers or suppliers require us to change our products / services or channels We need to make changes on an annual basis to accommodate customer / supplier change demand There is constant change Our customers or in our customer / supplier suppliers change regularly, base, requiring on-going requiring us to change as change to our products / well services / channels Low level of change. Occasionally we change basic business processes and rules. We are constantly Our basic business rules / changing our rules / We change our some of processes / methods business rules / processes processes / methods. change often. There may / methods every year There is pent-up demand be a backlog to change the basics We make occasional changes to the way we work in our industry practices Every year we change at least one major process / activity to keep up with industry trends Our customer / supplier How often do base is a constant. Very your customers / little change demanded suppliers change from them How often are basic business rules / processes / practices required to Business change Change How often do you Drivers need to change the industry practices / methods that you Almost never. We seldom change our basic business practices (HR, Finance, Admin, Procurement, Legal) This is a very stable industry. We seldom change the way we conduct industry specific methods / practices (E.g. We change numerous industry practices / processes and methods to keep ahead of industry practices and standards Intense change. Industry processes, products, methods constantly changing We constantly change our practices and processes. Our industry approach is in a state of flux. We see ourselves as ahead of the
  8. 8. Sample assessment questionnaire Factor x Maturity Level Description 1 Factor does not exist, or is extremely immature. Very low scale. 2 Low maturity / low representation / low value. Factor tends to be accommodated on an ad hoc basis (Sometimes / some place). Some understanding of need. 3 Moderately mature. Factor may be patchily represented, or have incomplete implementation. However the intention is there and is proven. 4 Mostly mature, with some outliers. Usually documented / practiced. High scale. 5 Factor fully mature. Strategically inculcated. Full governance. “The way we do things here”
  9. 9. Sample agility readiness profiles Need Need Change energy BCD Business Change Drivers 1 Innate 2 3 Measures 4 5 Clean Skills Change energy Business Change Drivers 1 Innate 2 3 Measures Resourcing 4 5 Clean Skills Resourcing Typical Agility Readiness: The need, and rates of change at different business levels is high. Business is complex and slow to change .Change is poorly resourced, executed, and tracked. Staff are fatigued. Agility Ready: The need for agility is high, and the energy, methods and approaches support agility. Need to upgrade skills, and improve measures, but otherwise an agile ready oprganisation Need Need Change energy Innate BCD BCD Business Change Drivers 1 Measures 2 3 4 5 Clean Skills Resourcing Low agile need: There is very little need for agility. The business is simple and resourced adequately. And agility should occur in ringfenced environments as change is difficult to implement Change energy Innate BCD Business Change Drivers 1 Measures 2 3 4 5 Clean Skills Resourcing Change fatigued: The need to change is high and the desire to do so is strong. However the business is exceptionally complex and previous change efforts have caused change burn-out
  10. 10. Need Change energy Innate BCD Business Change Drivers 1 Measures 2 3 4 5 Clean Skills Resourcing

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