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The agile enterprise - Digital Transformation as a practical application

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The buzzword "digital transformation" is all the rage and will trigger the largest industrial revolution since more than a century for sure. But what does this mean in concrete terms? How will the change look like that companies have to fulfill? We will not only have a look at the 10 dimensions of the "Digital Maturity Level Model", which indicates how mature a company is in terms of the „digital age“ but on concrete practical oriented methods and processes of the digital transformation like Scrum, Kanban, Design Thinking, Lean Startup, LEGO SERIOUS PLAY, OKR and many more as well. At the end of the transformation there is a new, converted corporate form - the agile enterprise.

Published in: Leadership & Management
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The agile enterprise - Digital Transformation as a practical application

  1. 1. 1 27.10.2016 / T3CON 2016 / Munich Patrick Lobacher www.pluswerk.ag The agile enterprise Digital Transformation as a practical application
  2. 2. +Pluswerk AG 2 Your Partner for the Digital Transformation 27.10.2016 | The agile enterprise | T3CON16
  3. 3. 327.10.2016 | The agile enterprise | T3CON16
  4. 4. +Pluswerk AG in a nutshell 4 • Founded 2010 (as legal unit, predecessor since over 20 years) • More than 130 employees at more than 10 locations in Germany, Poland, South Africa and Rumania • Specialized in complex and sophisticated solutions in the area of the “Digital Transformation” • Our core values: • Based on partnership • Passionate • Recoverable & Qualitative • Creative & Innovative Patrick Lobacher Chairman of the board 27.10.2016 | The agile enterprise | T3CON16
  5. 5. 5 +Pluswerk AG - Fullservice Agency for the Digital Transformation Consulting Agency Systems House 27.10.2016 | The agile enterprise | T3CON16
  6. 6. 6 Innovations Design Thinking Lean Startup Lego Serious Play Business Model Canvas Value Proposition Design Lean Canvas Objectives & Key Results 4DX Working Out Loud New Work Management 3.0 Team-Development Leadership Coaching Organizational Consulting Process Consulting Change Management (Large Group) Moderation IT-Consulting Project Management Agile / Lean People Processes 27.10.2016 | The agile enterprise | T3CON16
  7. 7. 7 References 27.10.2016 | The agile enterprise | T3CON16
  8. 8. What the hell 8 is an agile enterprise at all? 27.10.2016 | The agile enterprise | T3CON16
  9. 9. Agile Enterprise? 9 “Agile Enterprise” is for sure just another member of the “Bullshit Bingo Hall of Fame” ? 27.10.2016 | The agile enterprise | T3CON16
  10. 10. Agile Enterprise? 10 The Problem with BuzzWords are: “We need them to get attraction to a topic and they always reflect an important aspect of our live.” 27.10.2016 | The agile enterprise | T3CON16
  11. 11. 1127.10.2016 | The agile enterprise | T3CON16 Today tools, like Waterfall, MbO, ... Tools like Scrum, OKR, ... Started 1993 (1989)
  12. 12. 1227.10.2016 | The agile enterprise | T3CON16
  13. 13. 1327.10.2016 | The agile enterprise | T3CON16 Complicated Task is calculated Knowledge Waterfall planning Just one try
  14. 14. 1427.10.2016 | The agile enterprise | T3CON16
  15. 15. 1527.10.2016 | The agile enterprise | T3CON16 Complex Skills Small iterations On-going corrections Learn from mistakes
  16. 16. 1627.10.2016 | The agile enterprise | T3CON16 Enterprises are “complex” as well Employees are complex as… Markets are complex… Structures are… Dynamics… ...
  17. 17. 1727.10.2016 | The agile enterprise | T3CON16 Everything is getting more and more unpredictable
  18. 18. 1826.10.2016 | Objectives & Key Results | OKR more
  19. 19. 1927.10.2016 | The agile enterprise | T3CON16 Agile & Lean ● Value based (Focus, Openness, Courage, Commitment, …) ● Teamwork ● Feedback ● Iterations & Increments ● Continuous Improvement ● Avoidance of waste ● Leadership (instead of Management)
  20. 20. The enterprise stack 20 Which is the DNA of todays enterprises? 27.10.2016 | The agile enterprise | T3CON16
  21. 21. 21 Culture Top Down, C&C, Family/Performance/... Strategy Annual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Planning Operations Waterfall development The traditional stack 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  22. 22. 22 Culture Top Down, C&C, Family/Performance/... Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Planning Operations Agile development Half-baked agility - Level 1 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  23. 23. 23 Culture “Agile Culture” Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 2 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  24. 24. 24 Culture “Agile Culture” Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 3 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  25. 25. 25 Culture “Agile Culture” Strategy Data driven, Iterative, Hypothesis validation Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 4 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  26. 26. 26 Culture “Agile Culture” Strategy Data driven, Iterative, Hypothesis validation Goals OKR (Goal Agility) Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Full-stack agility 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  27. 27. 27 Culture 7As of Culture Strategy Data driven, Iterative, Hypothesis validation Goals OKR (Goal Agility) Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Full-stack agility 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  28. 28. 28 Agility Iterative, incremental, fast feedback Agnosticism Data driven, hypothesis validation, experiments Asymmetry Power Laws, Moonshots, 10x Talent Autonomy Self-managed teams that question “orders” Alignment 360º Alignment, continuous feedback Accountability Focus on delivering value Authenticity Purpose, consistent values Full-stack agility - 7As of Culture 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  29. 29. Digital Maturity Level 29 How “digital” is my enterprise? 27.10.2016 | The agile enterprise | T3CON16
  30. 30. Digitale Transformation / Digitalization 30 Legacy Company complicated hierarchical management processes knowledge formal rigid ... Digital Company complex network leadership people skills dynamic agile ... Planning, management, optimization and implementation of the company’s value-added chain in the digital age Agile / Lean Scrum Kanban Design Thinking / LSP Lean Startup OKR / 4DX Management 3.0 ... Digital Business Transformation 27.10.2016 | The agile enterprise | T3CON16
  31. 31. 3127.10.2016 | The agile enterprise | T3CON16 No. Dimension Description Example(s) 1 Strategy Digital strategy of the company Digital Roadmap 2 Leadership Management, CxO, Roles CIO, Servant Leader, Agile Coaches, ... 3 People Human Ressources, Goal Management, HR Development, … OKR, 4DX, WOL, ... 4 Culture Culture & Culture Development Values, Mission Statement, ... 5 Processes Process and their execution Scrum, Kanban, ... 6 Products Produkte, Innovationsfähigkeit, Geschäftsmodelle IoT, Industrie 4.0, Lean Startup 7 Technology In- and Out-Side Software, Cloud, ... 8 Data Data Management Big Data, Personalization, ... 9 Customer Customer Focus Social Media, ... 10 Governance Execution of the digital strategy Sustainability
  32. 32. 3227.10.2016 | The agile enterprise | T3CON16
  33. 33. OKR 33 Objectives & Key Results 27.10.2016 | The agile enterprise | T3CON16
  34. 34. OKR 34 DML: 1 Strategy | 2 Leadership | 3 People | 4 Culture | 5 Processes “OKRs stands for Objectives and Key Results. It is a method of defining and tracking objectives and their outcomes. Its main goal is to connect company, team and personal objectives to measurable results, making people move together in the right direction - the mission statement of the company.” 27.10.2016 | The agile enterprise | T3CON16
  35. 35. 35 The OKR cycle Mission statement (MSC) Moals OKR ZyklusOKR Planning Weekly OKR OKR Review Retros- pektive OKR-List OKR Master Standard OKR Extension by pluswerk:consulting 3 - 10 years 1 year 3-4 months 27.10.2016 | The agile enterprise | T3CON16
  36. 36. OKR - Examples 36 • Company OKR: “Reach Top Quality” (O) • Less than 3 escalations per Months: Oct / Nov / Dec (KR) • 16 positive customer feedbacks (KR) • Add at least 10 pages of documentation per month: Oct / Nov / Dez (KR) 27.10.2016 | The agile enterprise | T3CON16
  37. 37. Design Thinking 37 Creative Solutions 27.10.2016 | The agile enterprise | T3CON16
  38. 38. Design Thinking 38 DML: 1 Strategy | 3 People | 4 Culture | 5 Processes | 6 Products | 9 Customer • Design Thinking has become more than just a creative process. • • What was originally intended as an innovation method for products and services in Stanford, has advanced to a completely new way of seeing people in relation to work, of imagining the concept of work and of posing questions about how we want to live, learn, and work in the 21st century. 27.10.2016 | The agile enterprise | T3CON16
  39. 39. Design Thinking 3927.10.2016 | The agile enterprise | T3CON16
  40. 40. Design Thinking 4027.10.2016 | The agile enterprise | T3CON16
  41. 41. Lean Startup 41 Entrepreneurship 27.10.2016 | The agile enterprise | T3CON16
  42. 42. Lean Startup 42 DML: 1 Strategy | 3 People | 5 Processes | 6 Products | 7 Technology |9 Customer • “The Lean Startup method teaches you how to drive a startup - how to steer, when to turn, and when to persevere - and grow a business with maximum acceleration.” 27.10.2016 | The agile enterprise | T3CON16
  43. 43. Management 3.0 43 New ways 27.10.2016 | The agile enterprise | T3CON16
  44. 44. Management 3.0 4427.10.2016 | The agile enterprise | T3CON16 DML: 1 Strategy 2 Culture 3 People 4 Culture 5 Processes 10 Governance by Jurgen Appelo
  45. 45. Management 3.0 4527.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo
  46. 46. Management 3.0 4627.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo
  47. 47. Even more tools 47 for mastering the digital transformation 27.10.2016 | The agile enterprise | T3CON16
  48. 48. More tools 4827.10.2016 | The agile enterprise | T3CON16 Scrum Kanban New WorkHolocracy 4DX Lego Serious Play Servant Leadership Complexitools And many more... Technology & Concepts (like IoT, VR, AR, SH, …) Big Data Customer Centricity Network-Tools Agile Lean (Thinking/Production/Management) Google Sprint XP Culture Profile Indicator
  49. 49. Don’t use the “old” Tools!! 4927.10.2016 | The agile enterprise | T3CON16 Source Internet
  50. 50. 5027.10.2016 | The agile enterprise | T3CON16 Source Internet Size of “Digital Transformation”
  51. 51. 5127.10.2016 | The agile enterprise | T3CON16 Source Internet Size of “Digital Transformation”
  52. 52. Next steps 52 to start with the “Agile Enterprise” 27.10.2016 | The agile enterprise | T3CON16
  53. 53. 5327.10.2016 | The agile enterprise | T3CON16 Source Internet Be courages and curious and… try, try try,... and fail (perhaps) and learn
  54. 54. 5427.10.2016 | The agile enterprise | T3CON16
  55. 55. 5527.10.2016 | The agile enterprise | T3CON16
  56. 56. Thank you very much! 56 pluswerk.ag 27.10.2016 | The agile enterprise | T3CON16
  57. 57. Contact 57 Christian Jacob christian.jacob@pluswerk.ag +49 89 130 145 22 Patrick Lobacher patrick.lobacher@pluswerk.ag +49 89 130 145 20 Magnus Schubert magnus.schubert@pluswerk.ag +49 2204 842662 pluswerk:okr +Pluswerk AG Wilhelm Hale Str. 53 80639 München T: +49 89 130 145 0 F: +49 89 130 145 10 info@pluswerk.ag www.okr-beratung.de www.pluswerk.ag 27.10.2016 | The agile enterprise | T3CON16
  58. 58. 58 +Pluswerk AG - Fullservice Agency for Digital Transformation Strategy Consulting Digital Technology Operations Digitalization / Digital Transformation Hosting Editorial Content Operations OKR / New Work (Digital) Leadership / Management 3.0 Agile / Lean / Innovation Mgt. Digital Vision Coaching / Sparing PM / Consulting Digital Agency CMS / CRM / PIM E-Commerce IoT CI / CD / Cloud Systemdevelopmen t Systemintegration 27.10.2016 | The agile enterprise | T3CON16
  59. 59. www.pluswerk.ag

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