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The Elephant Can Dance | Talk | AGILE GURUGRAM 2018 | 23 - 24 March

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SESSION TITLE
The Elephant Can Dance

SESSION THEME
Agility

SESSION OVERVIEW
Agile Transformation Journeys are difficult, long and uncertain. They need patience, perseverance, conviction, commitment and an unwavering focus on outcomes. It is therefore not surprising, that as of now there are very few known instances of successful Agile Transformation. For organization which are intending to commence a Transformation and also those who are doing it, the lessons learned from successful and not so successful transformations should prove highly valuable.
The speaker will showcase 2 contrasting case studies, one a failure and the other a success in Agile transformation, to bring out the key variables that determine success or failure in Agile Transformation. The speaker will offer practical recommendations on enablers for successful Agile Transformation.

SESSION AGENDA
Differences between Adoption, Transformation and Change
Case study of a failed Transformation
Case study of a successful Transformation
Key takeaways for enabling Transformation
SESSION TAKEAWAYS
Understand the difference between Agile Adoption and Transformation
Understand the difference between Change Management and Agile Transformation
Get insights into reasons for Agile Transformation failure, based on a case study
Get insights into reasons for Agile Transformation success, based on a case study
Get practical advice on enablers for successful Agile Transformation
DURATION
45 Mins

Published in: Technology
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The Elephant Can Dance | Talk | AGILE GURUGRAM 2018 | 23 - 24 March

  1. 1. THE ELEPHANT CAN DANCE Sunil Mundra Principal Consultant
  2. 2. • What Is Agile Transformation • Case Study: Not Successful Transformation • Case Study: Successful Transformation • Key Takeaways • Q&A OUTLINE
  3. 3. • Adoption • Transformation • Change WHAT IS THE DIFFERENCE?
  4. 4. 4 ADOPTION VS. TRANSFORMATION Adoption Transformation Emphasis on Practices Emphasis on Values and Principles Typically covers a part of the Organization Covers the entire Organization Focus is on ‘What You Do’ Focus is on ‘Who You Are’ Level of Disruption is relatively Low Level of Disruption Is relatively High Limited Impact on Business Outcomes Maximum Impact on Business Outcomes
  5. 5. 5 CHANGE VS. TRANSFORMATION Change Transformation Subscribes to Vision Prescribes Vision Fixes the Past and Current Creates the Future Driven by Tactics Driven by Strategy Focus on Methods & Processes Focus on Mindsets and Beliefs External Influence is High External Influence is Minimal
  6. 6. NOT SUCCESSFUL TRANSFORMATION
  7. 7. § Health Care division of a Global Engineering Conglomerate, dealing in Medical Imaging Product § Product created initially with small hospitals as target. § Strategy modified to cater to large hospitals as well § Senior Management Mindset oriented towards traditional engineering § Development Team was offshore ORG. CONTEXT
  8. 8. § Challenges, post change in Strategy § ‘Flood’ of new requirements § Large and Unprioritized Backlog § Delivery not aligned with Business needs, therefore Business unable to keep up with competition § Excessive focus on speed of delivery resulted in high tech debt and therefore poor quality § Vicious circle of Unhappy Business and Demotivated IT ORG. CONTEXT
  9. 9. § Inadequate Buy-in by Leadership § Poor Collaboration between Business and IT § Local Optimization § Lack of Engineering Practices § Focus on merely ‘Doing’ Agile, and not on ‘Being’ Agile TRANSFORMATION CHALLENGES
  10. 10. SUCCESSFUL TRANSFORMATION
  11. 11. § Insurance division of a large financial conglomerate § Acquired another company twice it’s size § Business started breaking down due to § Misalignment between Products § Disconnect in IT Applications § Differences in Culture § A ‘Courageous Leader’ launches Agile Transformation § Transformation Period: Approx. 5 years ORG. CONTEXT
  12. 12. SUCCESS FACTORS Solid Foundation Through Agile Adoption • Business and IT Collaboration • Engineering Practices • Culture of Learning and Continuous Improvement
  13. 13. SUCCESS FACTORS Transformation Strategy • Envision Target State and identify gaps with Current State • Define the Scaling Approach • Create Internal Champions
  14. 14. SUCCESS FACTORS Facilitating Change • Create Shared Vision jointly • Provide extensive Training and Coaching • Relentless Focus on Mindset Change
  15. 15. SUCCESS FACTORS Encourage Right Behaviours • Align KPIs • Accountability at Team level • Focus on Intrinsic Motivators
  16. 16. SUCCESS FACTORS Org. Level Changes • HR Policies • Transition Middle Managers • Agile Friendly Infrastructure
  17. 17. KEY TAKEAWAYS
  18. 18. KEY TAKEAWAYS • Leaders Must Transform First • Focus on ‘Being’Agile • It’s a Long and Tough journey. Be Patient and Persistent • Introduce Change Management ASAP • Adopt Systems Thinking Approach
  19. 19. TO CONCLUDE…..
  20. 20. THANK YOU
  21. 21. QUESTIONS? sunilrm@thoughtworks.com www.linkedin.com/in/sunilmundra @sunil_mundra

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