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Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change

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Presentation from Reading Room's Agile for Enterprise event on the 19th of September 2014 where Margaret Manning who is CEO of consultancy Reading Room, spoke on his experience and the purpose of his team.

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Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change

  1. 1. Agile for enterprise Architecting digital change using agile as a strategy to cope with constant change 19 September 2014
  2. 2. The next phase of the digital communications era
  3. 3. • First Woman in Science and Technology • International entrepreneur of the year 2013 • Digital Innovation award 2013
  4. 4. Agility is a survival mechanism
  5. 5. Agile principles • 1. Customer satisfaction by rapid 5. 10. 9. 6. 8. 7. 4. 2. 11. 3. Close, Working Projects Welcome Continuous Sustainable Face-Self-Simplicity—organising to-daily face are software changing attention cooperation development, built the conversation teams art around is of the delivered to able is 12. Regular adaptation to delivery of useful software requirements, frequently (weeks even rather late in than months) development maximizing the between to principal technical motivated maintain best form measure business excellence individuals, a the constant of amount of people and progress who pace of and developers good communication work should not design be done—trusted (is co-essential location) changing circumstances Customer satisfaction by rapid delivery of useful software Working software is delivered Working software is delivered frequently, and is the principle frequently measure of progress
  6. 6. Change is a constant challenge Technology growth is now following an exponential growth curve, and it’s not slowing down! 1476 1832 1887 1920s 1960s 1990 2007 1997 2010 1992 1971/3 1986 1989 2000 1994 1995 2004
  7. 7. Organisations need to evolve Cultural and technological change is disrupting business environments at increasingly faster rates. http://forrester.typepad.com/groundswell/2011/06/welcome-to-the-age-of-the-customer-invest-accordingly.html
  8. 8. Welcome to the ‘age of agility’ Age of Agility Survival is increasingly dependent on the ability to strategically adapt and respond to changes in culture and the business environment.
  9. 9. Where does agile apply?
  10. 10. Manifesto for the ‘age of agility’ (adapted) doing pretty much everything We are uncovering better ways of ___________________________ by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools prototypes / trials Working _________________ over comprehensive documentation. 360 degree Delineated roles __________ collaboration over __________________ Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  11. 11. “At my previous companies building a website would be like unveiling the new Taj Mahal, and then you had the next one two years later. Now you start in a caravan and upgrade it bit by bit and keep things moving forward, it’s a more iterative process.” Ryanair CMO Kenny Jacobs
  12. 12. The woman in charge of Marks & Spencer's internet presence back in September 2012 was quite sure what was holding back online sales: its website, which had been run for it by Amazon under a deal signed in 2005. The M&S director in question, Laura Wade- Gery, said: "Amazon sells everything as if it was a book. We've tortured their system to do what we want it to do.“ The retailer began building its own and in February 2014 M&S unveiled a new "magazine-style" site, which drew plaudits from some reviewers. But as well as early reports of crashes, customers apparently felt that there was too much video, that they couldn't find what they wanted, and that the site was "awkward to navigate". So last week M&S knew what to blame for the news that online sales had fallen 8% in three months: its website. Finance director Alan Stewart bravely insisted that "It is a bit like going to the supermarket for milk, they've moved it and you can't find it immediately." But an 8% drop would never happen at an internet business such as Amazon, because it would have spotted it at 1% or 2% and rolled back to a better-performing version. So how can two years of effort by one of Britain's biggest companies produce something that fell so short?
  13. 13. Successful engagement isn’t about tinkering with social media or starting a blog. It’s a major shift in thinking and requires co-ordinated action.
  14. 14. So what’s holding us back?
  15. 15. Long-range planning (Over long-term strategy)
  16. 16. Big technology commitments Need a mocked up image, for a contract “Big clunky inflexible contract, monolithic systems ltd”
  17. 17. Resistance to change Need a mocked up image, for a contract “Big clunky inflexible contract, monolithic systems ltd”
  18. 18. Always one step behind our users
  19. 19. Time to embrace a more ‘agile’ approach 5 Year Plan ‘Agile Iterative Strategy’ Proprietary technology Open Source & Cloud Based Technology Management Information Structure & hierarchy Experimental, data-led, decision making Flexible systems and processes
  20. 20. Where open source fits in to change challenge You can discover what is needed by trying it and proving it works, bit by bit
  21. 21. Where open source fits in to change challenge You can afford to play, innovate and test within your project because the cost of change is lower
  22. 22. Where open source fits in to change challenge Use projects to discover, as well as to deliver something
  23. 23. Agile Creative Technology Methodology 5 Day Delivery Proposal To deliver 5 days of consultancy and delivery work by Reading Room in order to deliver a rapid prototype build. Project Scope: A dedicated team for 5 days of cooperative work with the Cabinet Office, with the aim of creating a ‘Solutions Exchange’ tool. • Agency/Client Team throughout • Agile Methodology Employed
  24. 24. How did it work? Phase 1 (First 90 mins) Brainstorm session to establish the pages required for the forum M/S/C/W Phase 2 & 3 (Mon from 1030hrs - Thurs) Truly iterative process of Dev creating pages while UX and Designer created the user journeys and design Constant communication between all team members enabled continuous iterations throughout 1 -2 catch up session per day (no more than a couple of mins) Phase 4 (Friday) Bug fixing
  25. 25. Pros and Cons • Benefits: • Rapid delivery • Builds client relationship • It’s good fun • Drawbacks: • Can only be used with team of decision-makers in the room • Must have confidence in ‘un-structured’ process • Don’t know the end result until you get there
  26. 26. How will agile be used in the future? Way in which Tradition Digital Agencies and client interact will change Strategic partnerships Evolution of Digital Presence Robust partnership with constant collaboration Consultancy component will increase over time
  27. 27. Where open source fits in to change challenge Agile vs agile?
  28. 28. Where open source fits in to change challenge How to create organisational agility?
  29. 29. Where open source fits in to change challenge New skillsets required?
  30. 30. Where open source fits in to change challenge Creating product owners and product visions

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