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Aligning the enterprise direction with the teams' efforts

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My case study presented at Agile Prague 2017. This slide deck provides a high level overview of an experiment run at Vistaprint during 2016-2017 to better connect our enterprise strategy to the teams working to implement that strategy.

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Aligning the enterprise direction with the teams' efforts

  1. 1. COMPANY CONFIDENTIAL Aligning the Enterprise Direction with the Teams’ Efforts Sean Barrett September 12, 2017 @swb151
  2. 2. 1 Professional Marketing for Small Business @swb151
  3. 3. 2 Difficulty connecting work to strategy The Problem Slow delivery of value to customers High organizational work in progress Siloed organizational structure Costly cross function collaboration Slow decisions from unclear prioritization @swb151
  4. 4. 3 So what do we do about it…? @swb151
  5. 5. 4 Enterprise Visibility Room @swb151
  6. 6. 5 Enterprise Visibility Room First Iteration @swb151
  7. 7. Visualizing Work In Progress 6 First Iteration @swb151
  8. 8. Uncovering Our State of Alignment 7 First Iteration @swb151
  9. 9. Hypothesis Value Discovery 8 First Iteration @swb151
  10. 10. Outcome Template 9 First Iteration @swb151
  11. 11. Discoveries 10 First Iteration Exceptionally high work in progress Unexpected misalignment @swb151
  12. 12. Participant Ownership of the Experiment 11 First Iteration @swb151
  13. 13. 12 Enterprise Visibility Room Second Iteration @swb151
  14. 14. A New Approach 13 Second Iteration Begin with the strategy Articulate the next outcomes Teams pull work up to capacity Swarm where needed @swb151
  15. 15. The four elements of the EVR 14 Second Iteration Demand Supply Backlog Impediments @swb151
  16. 16. The five ceremonies of the EVR 15 Second Iteration Prioritization RetrospectiveDemonstration Scrum of Scrums Standup Planning @swb151
  17. 17. The Demand Wall 16 Second Iteration @swb151
  18. 18. Caption 17 Second Iteration @swb151
  19. 19. Caption 18 Second Iteration @swb151
  20. 20. Caption 19 Second Iteration @swb151
  21. 21. 20 Second Iteration @swb151
  22. 22. COMPANY CONFIDENTIAL 0 10 20 30 40 50 CountofOutcomes Done High Confidence In Progress Pulled Q3 Cumulative Flow of Strategic Outcomes 21 27%
  23. 23. 22 Enterprise Visibility Room Third Iteration @swb151
  24. 24. More Changes 23 Third Iteration Fewer and larger outcomes Cross functional swarming Full teams pulled the work Placed in a higher traffic area @swb151
  25. 25. COMPANY CONFIDENTIAL Q4 Cumulative Flow of Strategic Outcomes 24 0 5 10 15 Count of Outcomes Done High Confidence In Progress Pulled 63%
  26. 26. 25 Difficulty connecting work to strategy The Problem Slow delivery of value to customers High organizational work in progress Siloed organizational structure Costly cross function collaboration Slow decisions from unclear prioritization @swb151
  27. 27. 26 The Problem Baseline flow 20+ weeks 12 weeks Top work items 400 48 16 Difficulty connecting to strategy Resolved Costly cross function collaboration ??? Slow decisions EVR over-corrected Reorganizing around strategic pillars @swb151
  28. 28. 27 Enterprise Visibility Room Fourth Iteration @swb151
  29. 29. 28 Additional Information Linked In – Sean Barrett Twitter – @swb151 Open Space Breaks @swb151 Email – sbarrett@vistaprint.com

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