This whitepaper captures the state of Agile using the format of Wardley Maps. It evidences how the market is commoditising and how time is calling for novel approach to change.
The Story of Porsche and Learnings for Digital agilityPhilippe Guenet
This deck retraces the story of Porsche and their journey of operational excellence and innovation. This is a model of successful change, that most Executives, now facing the challenge of digital, should learn from.
To match the accelerating speed with which market sectors are changing, companies must take a broader approach to becoming innovative – an approach that we refer to as ‘enterprise agility.’ Explore three areas on how to unlock new value from innovation.
This document discusses digital transformation over the past 20 years and the need to upgrade digital leadership approaches. It outlines how technology has progressed from web to mobile and social within enterprises. It argues leaders must shift from classical management to lean techniques focused on flow, quality and value. A fictional IT manager, Nick, is used to exemplify outdated priorities around projects and perceptions. The document recommends upgrading leaders' skills in areas like emotional intelligence, social awareness and digital strategy to effectively lead autonomous teams. It proposes using techniques like systemic management and integrating complexity to develop an adaptive organizational "people operating system."
The document discusses the key ingredients for a successful digital transformation based on thyssenkrupp's experience. It identifies five main ingredients: 1) building awareness of digitalization within the organization, 2) engaging employees to generate ideas for digital initiatives, 3) focusing efforts by defining clear digital strategy and priorities, 4) committing resources and establishing governance, and 5) ensuring agility to rapidly test and scale initiatives. While digitalization is a top priority for many companies, the document notes that only a small percentage of transformations fully achieve their intended benefits due to a lack of one or more of these critical ingredients.
The document discusses how user requirements for new systems are often a fallacy. It argues we should shift away from traditional waterfall approaches to software development and instead use agile methods that allow requirements to evolve through minimum viable products and user experience. This recognizes users are integral parts of the system and development teams need partnerships with business to understand changing needs rather than seeing IT as separate customer service providers.
The document provides an overview and roadmap for Week 1 of the Citizen AI Engineer Program 2018. It outlines the mission to provide free and open training in artificial intelligence. Week 1 will cover an introduction to AI, recommended learning resources, social engagement activities, optional exercises and certification options. Participants can work towards Green Belt, Brown Belt or Black Belt certifications by completing modules and a final project. The roadmap recommends installing R, exploring AI libraries, joining local meetups, and analyzing breast cancer or prime number datasets.
This whitepaper captures the state of Agile using the format of Wardley Maps. It evidences how the market is commoditising and how time is calling for novel approach to change.
The Story of Porsche and Learnings for Digital agilityPhilippe Guenet
This deck retraces the story of Porsche and their journey of operational excellence and innovation. This is a model of successful change, that most Executives, now facing the challenge of digital, should learn from.
To match the accelerating speed with which market sectors are changing, companies must take a broader approach to becoming innovative – an approach that we refer to as ‘enterprise agility.’ Explore three areas on how to unlock new value from innovation.
This document discusses digital transformation over the past 20 years and the need to upgrade digital leadership approaches. It outlines how technology has progressed from web to mobile and social within enterprises. It argues leaders must shift from classical management to lean techniques focused on flow, quality and value. A fictional IT manager, Nick, is used to exemplify outdated priorities around projects and perceptions. The document recommends upgrading leaders' skills in areas like emotional intelligence, social awareness and digital strategy to effectively lead autonomous teams. It proposes using techniques like systemic management and integrating complexity to develop an adaptive organizational "people operating system."
The document discusses the key ingredients for a successful digital transformation based on thyssenkrupp's experience. It identifies five main ingredients: 1) building awareness of digitalization within the organization, 2) engaging employees to generate ideas for digital initiatives, 3) focusing efforts by defining clear digital strategy and priorities, 4) committing resources and establishing governance, and 5) ensuring agility to rapidly test and scale initiatives. While digitalization is a top priority for many companies, the document notes that only a small percentage of transformations fully achieve their intended benefits due to a lack of one or more of these critical ingredients.
The document discusses how user requirements for new systems are often a fallacy. It argues we should shift away from traditional waterfall approaches to software development and instead use agile methods that allow requirements to evolve through minimum viable products and user experience. This recognizes users are integral parts of the system and development teams need partnerships with business to understand changing needs rather than seeing IT as separate customer service providers.
The document provides an overview and roadmap for Week 1 of the Citizen AI Engineer Program 2018. It outlines the mission to provide free and open training in artificial intelligence. Week 1 will cover an introduction to AI, recommended learning resources, social engagement activities, optional exercises and certification options. Participants can work towards Green Belt, Brown Belt or Black Belt certifications by completing modules and a final project. The roadmap recommends installing R, exploring AI libraries, joining local meetups, and analyzing breast cancer or prime number datasets.
GoCrackIt presentation consulting case workshopSupportGCI
The document outlines an agenda for a consulting case interview and workshop hosted by Daksh 2019. The agenda includes sessions on case interview techniques, an overview of consulting, solving sample cases, and preparing for different interview types. It also provides descriptions of various consulting areas like strategy, operations, technology, and digital/analytics. Examples of consulting firms like PwC, Accenture, and their roles are presented. Challenges of consulting work like travel, long hours, and constant evaluation are discussed. Tips are provided for resume shortlisting, interview skills, and case preparation.
The document outlines Microsoft's Innovation Management Framework, which provides best practices and a technology roadmap for managing innovation. The framework addresses innovation challenges through processes like Envision, Engage, Evolve, Evaluate and Execute. It also discusses the importance of leadership, culture and formalizing innovation processes. Case studies and technologies are presented to illustrate how companies can improve innovation performance. The framework is intended to help companies develop comprehensive strategies for managing innovation.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models
Explain the opportunities and risks created by digital firms
Describe the new challenges and responsibilities for the leaders of both digital and traditional firms
Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.
This document discusses business model innovation and how business models can be changed to create and deliver value to customers. It provides examples of how Xerox innovated its business model to lease copiers instead of selling them, which led to increased copy volumes and profits. Later, competitors introduced new business models with cheaper copiers sold through stores with outsourced sales and service, taking market share from Xerox. The key lessons are that business models determine value creation and profitability, and innovating business models is an option for companies to pursue growth.
Capco is a global professional services firm focused on transforming the financial services industry. It provides consulting, technology, and managed services using a global delivery model. Capco has deep expertise across capital markets, asset management, corporate banking, and retail financial services. It helps clients design and implement new operating models, architectures, and processes to reduce costs and improve regulatory compliance through projects that range from onshore to fully offshore delivery. Capco combines its financial industry knowledge with innovative solutions delivered globally to transform its clients' businesses.
How to set up an ai center of excellenceShranik Jain
Recently while exploring the field of "Artificial Intelligence in Organization context" able to create some content around "How Setting up an AI centre of excellence" can provide a leap in the dynamic environment of AI
#mba #organization #artificalintelligence
Architecting to Create or Mitigate a DisruptionSriram Sabesan
To be sustainable and to leverage new discoveries, inventions or solution, enterprises either inject a disruption into their market or respond as rapidly as they can. This is a reflection of our model to help the CxOs and Enterprise Architects to create or mitigate impact from disruptive movements
IP and KM Conversation - Denise Lee and Phil BarnettSIKM
The document discusses intellectual property (IP) management and knowledge management. It notes that companies must manage their knowledge and IP to preserve and grow business value, whether their business model focuses on products, services, or both. It provides examples of common business problems companies face regarding IP strategy, knowledge transfer when employees leave, IP policy, and information management. The document advocates understanding what IP a company has, controlling its assets, and maximizing IP value. It concludes that many sectors are increasingly focusing on IP security, control, and productivity.
HfS Webinar Slides - A (much-needed) reality-check on Enterprise Artificial I...HfS Research
Download the slides: https://www.hfsresearch.com/webinars/webinar-reality-check-on-enterprise-artificial-intelligence-ai
Watch all HfS webinars: https://www.hfsresearch.com/webinars/
The noise in the market around AI is deafening. Yet, most of this hype is focused on more consumer-facing issues or projects that cannot easily be replicated. To separate the wheat from the chaff HfS’ inaugural Enterprise AI Blueprint has taken stock where organizations really are on their journey toward the OneOffice and how AI is accelerating that journey.
We will present the main findings of the study and discuss the key issues with thought-leaders in the AI space:
- Jesus Mantas, Global Head of Strategy & Offerings, IBM Global Business Services
- Mike Salvino, Managing Director, Carrick Capital Partners, Executive Chairman, Infinia ML
- Phil Fersht, CEO and Chief Analyst, HfS Research
- Tom Reuner, Managing Partner, Business Operations Strategy
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
Hitachi Consulting provides business and IT consulting services to retail clients, including expertise in business intelligence, integration, ecommerce, and content management. They partner with application providers and have experience implementing solutions for supply chain management, ERP, PLM, and other systems. Hitachi Consulting aims to rapidly deliver business value through pragmatic solutions that adapt to clients' existing IT landscapes and strategic goals.
A recent article from the Australian Logistics Bureau spoke about supply chain trends that could cause shake ups and even precipitate a fatal collapse. However, one trend was overlooked. It is this one trend that, when used in conjunction with the singularly most important supply chain resource, has the potential to revolutionize all aspects of supply chain more than software and the various process models combined.
The document discusses the need for organizations to embrace new leadership paradigms and implement Agile sustainably in order to adapt to exponential changes in business. It outlines how customer expectations are rising more rapidly due to new digital technologies, forcing companies to work in new, more flexible ways. The document then provides an overview of Agile methodologies and frameworks as well as case studies of companies that have successfully implemented Agile approaches. Finally, it discusses key factors for a sustainable Agile implementation, including changing organizational culture and mindsets.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
Master Thesis proposal Agile TransformationHammad Saif
The motivation for this research project is twofold. First, the curiosity of learning and getting the knowledge about why more and more companies are moving towards becoming agile and secondly, how the agile practices and Manifestos can be aligned and implemented with the company objectives with effectiveness.
This document summarizes reasons why Cisco management hesitated to engage in an ERP implementation project. The key reasons included:
- Fear of decentralization and large "mega-projects" that ERP implementations can become.
- Disruption to existing business processes and operations.
- Need for a strong internal team and partners to lead the project given its complexity.
- Balancing standardization with maintaining some proprietary functionality.
- High costs associated with large ERP projects.
Cisco's approach was to implement the ERP system quickly to minimize disruption to the business.
This document evaluates different supply chain strategies for apparel manufacturing organizations using the Analytical Hierarchy Process (AHP). It first describes lean, agile and leagile supply chain strategies. It then outlines the AHP methodology and applies it to determine the most suitable strategy. Key evaluation factors are identified and weighted based on pairwise comparisons. Sub-factors are also identified and weighted for each key factor. The performance of lean, agile and leagile strategies are rated for each sub-factor. Overall scores are calculated to validate that leagile supply chain is the best strategy for the case study apparel organization.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
This document provides an overview of agile development methods and introduces a quantitative model for measuring how agile a company is. It discusses the history and values of agile development outlined in the Agile Manifesto. The document also reviews traditional development models like waterfall and newer agile methods like scrum and kanban. It then presents a methodology for assessing companies using an Agile Report Card and analyzes case studies to demonstrate how the report card works. The goal is to help companies understand where they excel at agile practices and where they could improve.
In partnership with RedHat, CIO Academy Asia hosted a special Executive Lunch Roundtable on the 18th of October. A select group of practitioners from various industries gathered to share their thoughts and questions and recommend best practices to Building an Agile Organisation.
This document reviews literature on adopting agile management practices in higher education. It begins with an overview of agile principles and methods, and how they have been embraced in industries to increase productivity, employee satisfaction, and ability to adapt to changing needs. While higher education institutions have traditionally operated bureaucratically, some have started adopting agile practices to keep up with changing business and workforce needs. However, fully embracing agile will require ongoing educational reforms, especially changes to organizational structures. The literature review aims to provide value for future research and practices in agile higher education management.
GoCrackIt presentation consulting case workshopSupportGCI
The document outlines an agenda for a consulting case interview and workshop hosted by Daksh 2019. The agenda includes sessions on case interview techniques, an overview of consulting, solving sample cases, and preparing for different interview types. It also provides descriptions of various consulting areas like strategy, operations, technology, and digital/analytics. Examples of consulting firms like PwC, Accenture, and their roles are presented. Challenges of consulting work like travel, long hours, and constant evaluation are discussed. Tips are provided for resume shortlisting, interview skills, and case preparation.
The document outlines Microsoft's Innovation Management Framework, which provides best practices and a technology roadmap for managing innovation. The framework addresses innovation challenges through processes like Envision, Engage, Evolve, Evaluate and Execute. It also discusses the importance of leadership, culture and formalizing innovation processes. Case studies and technologies are presented to illustrate how companies can improve innovation performance. The framework is intended to help companies develop comprehensive strategies for managing innovation.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models
Explain the opportunities and risks created by digital firms
Describe the new challenges and responsibilities for the leaders of both digital and traditional firms
Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.
This document discusses business model innovation and how business models can be changed to create and deliver value to customers. It provides examples of how Xerox innovated its business model to lease copiers instead of selling them, which led to increased copy volumes and profits. Later, competitors introduced new business models with cheaper copiers sold through stores with outsourced sales and service, taking market share from Xerox. The key lessons are that business models determine value creation and profitability, and innovating business models is an option for companies to pursue growth.
Capco is a global professional services firm focused on transforming the financial services industry. It provides consulting, technology, and managed services using a global delivery model. Capco has deep expertise across capital markets, asset management, corporate banking, and retail financial services. It helps clients design and implement new operating models, architectures, and processes to reduce costs and improve regulatory compliance through projects that range from onshore to fully offshore delivery. Capco combines its financial industry knowledge with innovative solutions delivered globally to transform its clients' businesses.
How to set up an ai center of excellenceShranik Jain
Recently while exploring the field of "Artificial Intelligence in Organization context" able to create some content around "How Setting up an AI centre of excellence" can provide a leap in the dynamic environment of AI
#mba #organization #artificalintelligence
Architecting to Create or Mitigate a DisruptionSriram Sabesan
To be sustainable and to leverage new discoveries, inventions or solution, enterprises either inject a disruption into their market or respond as rapidly as they can. This is a reflection of our model to help the CxOs and Enterprise Architects to create or mitigate impact from disruptive movements
IP and KM Conversation - Denise Lee and Phil BarnettSIKM
The document discusses intellectual property (IP) management and knowledge management. It notes that companies must manage their knowledge and IP to preserve and grow business value, whether their business model focuses on products, services, or both. It provides examples of common business problems companies face regarding IP strategy, knowledge transfer when employees leave, IP policy, and information management. The document advocates understanding what IP a company has, controlling its assets, and maximizing IP value. It concludes that many sectors are increasingly focusing on IP security, control, and productivity.
HfS Webinar Slides - A (much-needed) reality-check on Enterprise Artificial I...HfS Research
Download the slides: https://www.hfsresearch.com/webinars/webinar-reality-check-on-enterprise-artificial-intelligence-ai
Watch all HfS webinars: https://www.hfsresearch.com/webinars/
The noise in the market around AI is deafening. Yet, most of this hype is focused on more consumer-facing issues or projects that cannot easily be replicated. To separate the wheat from the chaff HfS’ inaugural Enterprise AI Blueprint has taken stock where organizations really are on their journey toward the OneOffice and how AI is accelerating that journey.
We will present the main findings of the study and discuss the key issues with thought-leaders in the AI space:
- Jesus Mantas, Global Head of Strategy & Offerings, IBM Global Business Services
- Mike Salvino, Managing Director, Carrick Capital Partners, Executive Chairman, Infinia ML
- Phil Fersht, CEO and Chief Analyst, HfS Research
- Tom Reuner, Managing Partner, Business Operations Strategy
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
Hitachi Consulting provides business and IT consulting services to retail clients, including expertise in business intelligence, integration, ecommerce, and content management. They partner with application providers and have experience implementing solutions for supply chain management, ERP, PLM, and other systems. Hitachi Consulting aims to rapidly deliver business value through pragmatic solutions that adapt to clients' existing IT landscapes and strategic goals.
A recent article from the Australian Logistics Bureau spoke about supply chain trends that could cause shake ups and even precipitate a fatal collapse. However, one trend was overlooked. It is this one trend that, when used in conjunction with the singularly most important supply chain resource, has the potential to revolutionize all aspects of supply chain more than software and the various process models combined.
The document discusses the need for organizations to embrace new leadership paradigms and implement Agile sustainably in order to adapt to exponential changes in business. It outlines how customer expectations are rising more rapidly due to new digital technologies, forcing companies to work in new, more flexible ways. The document then provides an overview of Agile methodologies and frameworks as well as case studies of companies that have successfully implemented Agile approaches. Finally, it discusses key factors for a sustainable Agile implementation, including changing organizational culture and mindsets.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
Master Thesis proposal Agile TransformationHammad Saif
The motivation for this research project is twofold. First, the curiosity of learning and getting the knowledge about why more and more companies are moving towards becoming agile and secondly, how the agile practices and Manifestos can be aligned and implemented with the company objectives with effectiveness.
This document summarizes reasons why Cisco management hesitated to engage in an ERP implementation project. The key reasons included:
- Fear of decentralization and large "mega-projects" that ERP implementations can become.
- Disruption to existing business processes and operations.
- Need for a strong internal team and partners to lead the project given its complexity.
- Balancing standardization with maintaining some proprietary functionality.
- High costs associated with large ERP projects.
Cisco's approach was to implement the ERP system quickly to minimize disruption to the business.
This document evaluates different supply chain strategies for apparel manufacturing organizations using the Analytical Hierarchy Process (AHP). It first describes lean, agile and leagile supply chain strategies. It then outlines the AHP methodology and applies it to determine the most suitable strategy. Key evaluation factors are identified and weighted based on pairwise comparisons. Sub-factors are also identified and weighted for each key factor. The performance of lean, agile and leagile strategies are rated for each sub-factor. Overall scores are calculated to validate that leagile supply chain is the best strategy for the case study apparel organization.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
This document provides an overview of agile development methods and introduces a quantitative model for measuring how agile a company is. It discusses the history and values of agile development outlined in the Agile Manifesto. The document also reviews traditional development models like waterfall and newer agile methods like scrum and kanban. It then presents a methodology for assessing companies using an Agile Report Card and analyzes case studies to demonstrate how the report card works. The goal is to help companies understand where they excel at agile practices and where they could improve.
In partnership with RedHat, CIO Academy Asia hosted a special Executive Lunch Roundtable on the 18th of October. A select group of practitioners from various industries gathered to share their thoughts and questions and recommend best practices to Building an Agile Organisation.
This document reviews literature on adopting agile management practices in higher education. It begins with an overview of agile principles and methods, and how they have been embraced in industries to increase productivity, employee satisfaction, and ability to adapt to changing needs. While higher education institutions have traditionally operated bureaucratically, some have started adopting agile practices to keep up with changing business and workforce needs. However, fully embracing agile will require ongoing educational reforms, especially changes to organizational structures. The literature review aims to provide value for future research and practices in agile higher education management.
How The Open Group Enterprise Architecture Portfolio Approach Enables the Agi...Dana Gardner
Transcript of a discussion on leveraging a comprehensive standards resources approach for transforming businesses in a new era of agility and competitiveness.
Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.
While agility is bandied about in supply chain discussions, it is often meaningless because companies do not define and execute agility strategies. In this report, we share case studies of companies successfully implementing agility strategies.
The document discusses how agile practices are becoming essential for organizations to operate successfully in today's rapidly changing business environment. It defines what it means to be agile, focusing on flexibility, autonomous work cells, transparency of investments and accountability of execution. The trends driving agility include globalization, cloud services, mobility, social media and the need for faster decision making. Building an agile organization requires competencies like collaboration, transparency of investments and accountability. It also discusses the social business practices involved in planning for business through identifying opportunities and targeting investments, and monitoring operations through agreements and benefits realization.
Agile Marketing: Managing Marketing in a World of Constant Changeion interactive
Learn how an agile approach to marketing management may be the single most valuable decision your organization can make. Plus, examples of successful agile marketing for content marketing, social media & conversion optimization.
How the ArchiMate Modeling Standard Helps Enterprise Architects Deliver Grea...Dana Gardner
Transcript of a discussion on how companies and governments can better produce rapid innovation and manage complexity across their IT and business operations.
This document outlines a chapter on demand planning, forecasting, and demand management. It discusses basics like moving averages, exponential smoothing, and regressive analysis as forecasting techniques. It also covers factors that affect forecast accuracy and discusses approaches like postponable products and collaborative planning that can influence demand. The document then evaluates GE's organizational culture, describing it as high in ethics. It analyzes six variables evident in customer-responsive cultures, noting how GE meets each one.
This document provides a summary of key strategies for successfully scaling artificial intelligence (AI) within an organization. It discusses the importance of having a clear business strategy that AI supports, focusing AI projects on delivering tangible business value. It also emphasizes having the right data strategy to power AI initiatives and taking a portfolio view of AI projects that balances experimentation with alignment to strategic goals. The document recommends challenging assumptions about how work gets done and preparing employees for how AI will change and augment their roles. It argues that organizations must think holistically about scaling AI to realize its full potential for driving business outcomes.
This document discusses how IT departments need two modes, traditional and innovative, to keep up with digital transformation. The traditional mode focuses on maintaining legacy systems through optimized processes and service level agreements. The innovative mode uses agile principles for unpredictable but quick development of new technologies and solutions. This "bimodal IT" approach allows companies to both maintain existing systems while innovating at the pace of market trends through separate but collaborative teams. The document also outlines how digitization increases demands on IT in areas like customer experience, delivery speed and security. Managing both modes effectively requires the right oversight to balance reliability and disruption.
Zalando - How to introduce Procurement into an Agile Company?Mirko Kleiner
The document discusses how Zalando, an online fashion retailer, implemented agile practices in procurement to improve various metrics. It provides two use cases: (1) Using agile methods like sprints, stand-ups, and kanban boards to digitize their purchase-to-pay system, reducing deployment time from over 12 to around 9 months while improving user satisfaction and compliance. (2) Applying agile techniques like swarming, kanban, and daily standups to negotiations, reducing tender to contract time by 4 months and achieving 15% savings versus 9% expected. The key lessons are that agile is a mindset, not just talks, can be applied to procurement, and should start with small experiments.
AirFrance KLM - How to Outsource a Critical Project with Lean-Agile ProcurementMirko Kleiner
- Air France KLM Group faced two major challenges: delivering a new system to improve cargo service efficiency within a short timeframe, and remodelling its vendor sourcing policy to source complete teams rather than individuals.
- It used an innovative Lean Agile Procurement (LAP) approach to outsource the strategic product development, running workshops and evaluations over 8 weeks to identify and select the best external team to partner with.
- This new approach allowed Air France KLM to get its complete IT team in under two months, deliver the application on time, and have the IT cargo team be about a year ahead of other teams in adopting the new sourcing model.
Gazprom - How to Negotiate Online based on Agile ValuesMirko Kleiner
Gazprom Neft is one of the largest oil companies in Russia with operations in over 110 countries and ranked among the top 10 oil companies worldwide. It has proven oil reserves of over 2,000 million tons and employs over 75,000 people across its 2,500 gas stations. Gazprom Neft has adopted Lean-Agile procurement methods, including conducting online proof of concepts with vendors to evaluate new technologies in an efficient and transparent manner within tight 19 day timelines. This allows the company to digitalize operations and explore innovations like using drones for hyperspectral terrain analysis.
SwissCasinos - Is it possible to source an ERP System in just 4 Weeks?Mirko Kleiner
The document outlines a plan to source an ERP system for the Swiss Casinos Group within 4 weeks. It describes the company and current project called "Project Shakira" to automate financial reporting and digitize workflows. A timeline is provided showing ideation in June 2018, board approval in December 2018, and the planned go-live date of January 1, 2020. Key events included a "big room" workshop in January 2019 where 3 vendors presented simultaneously, and an agile contract was agreed upon and signed. The process resulted in major savings and provided a good experience for both the selected and non-selected vendors.
This document describes a learning journey on secrets in lean-agile partner management offered by the LAP Alliance.
The learning journey provides online and guided training over 5 modules on topics like lean-agile agreements, commercial conversations, big room simulation, applying lean-agile procurement in the public sector, and lean-agile partner management. Participants will get live workshop inputs, apply the learnings with mentorship, and participate in weekly cohort sessions.
The schedule outlines the objectives, workshops, and cohort sessions for each module between May 2021 to October 2021. Certification in lean-agile procurement and micro-credits with other partners will also be provided upon completion.
Procurement Congress 2019, Milano - Key Note Mirko KleinerMirko Kleiner
This document discusses improving time-to-market through lean-agile procurement. It describes a case study where a company called CKW used agile procurement methods to select a new collaboration software in just 5 weeks, compared to the typical 6-12 months. The key steps taken included establishing a cross-functional team, gathering user needs, inviting suppliers to collaborate and provide feedback, co-creating contracts, running proof-of-concepts, and delivering value quickly. The results were 4 times faster time-to-market, half the effort, 80% savings, and 90% recommendation of the new approach. The document advocates for mindset shifts and staying agile to continue improving outcomes.
Business Agility Meetup Sydney - Sourcing an ERP in just 2 DAYS with Lean-Agi...Mirko Kleiner
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This document discusses using lean-agile procurement methods to improve time-to-market for a project at CKW, a Swiss energy company. Specifically:
- CKW aimed to implement a new collaboration software suite for employees within 6 months, but typically projects take 6-12 months.
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Agile the new buzzword in Procurement by Mirko Kleiner
1. 48 49
Agile
The new buzzword
in Procurement?
di Mirko Kleiner
N
o wonder agile is currently
one of the top three strategic
topics(2) in corporate
boardrooms. Case studies
from all sectors and
industries have proven that
following agile principles and practices
dramatically increases the timeliness and
quality of business outcomes.
“We’ve real data that’s seeing twice as
many work items getting cleared up in half
the time at half the cost, with 70% fewer
incidents for better value, faster, safer,
happier outcomes.”
— Jonathan Smart, Head of Ways of
Working, Barclays Group (3)
Even big players like GE, Barclays and Saab
(4) have started their agile transformation,
not just within specific functions, but across
all functions so that their organizations
can become more flexible and adaptive
to address increasingly volatile and more
complex market demands (2).
Agile Transformation without
Procurement - A business-critical Risk
Unfortunately the procurement function
is still not part of the agile journey in most
organizations. In some organizations the
focus on procurement agility is within its
own “silo” and not addressed as part of a
more holistic approach to organizational
adaptability (5).
What happens if procurement isn’t agile
enough as we saw in 2016 at Volkswagen.
One of their small suppliers stopped
delivery and two factories with 27,000
employees had to stop the assembly
lines. As this was the only supplier, the
procurement group had no plan B) and
had to enter into negotiations with little
to no bargaining power (6). To be fair,
#
Mirko
Kleiner
Mirko Kleiner is the creator of lean-agile
procurement (LAP), co-founder of flowdays
and works as agile coach and ad interim
manager.
After over 18 years of professional
experience in various positions in
distributed organizations, large-scaled
projects and different cultures, he
is a known expert in setting up and
management of distributed agile
organizations and solving their challenges.
As agile coach on enterprise level, he
is engaged in agile transformations in
companies of all sizes. As thought leader
he’s engaged in the global movement lean-
agile procurement
even Toyota, the inventor of lean, would
struggle in such a case. That’s why Toyota is
currently engaged in an organizational agile
transformation as well.(1).
From Supply chain to adaptive Partner
Ecosystem
Leaders in the be new procurement
landscape understand that their suppliers,
vendors and customers (and indeed their
own organization) are part of an adaptive
ecosystem. Ecosystems thrive and survive
based on achieving balance and mutually
beneficial outcomes.
In 2016, a leader in this new kind of
procurement landscape, GE created the
first prototype of a 3D-printed aircraft
engine, built in mere days and weeks, not
in the years it used to take using traditional
methods and ways of working with their
partners. They announced recently they will
go into full production this year (7).
Partners in these kinds of ecosystems
understand the need for next-day-delivery -
not promises for next year.
“Having just one supply chain is like a PC
with a single-threaded processor”
-- Joe Justice,
Creator of scrum@hardware, Scrum Inc
Organizations can no longer afford to spend
six to twelve months (5) sourcing new
partners, while their competitors can deliver
even complex products and services within
days and weeks.
Such innovative and highly-available partner
ecosystems will become even more mission
critical for every organization that wants to
be resilient and sustainable. That’s why we
need the procurement profession to become
active participants and leaders in creating
adaptive partner ecosystems rather than
contractual handcuffs that constraint value
creation and ecosystem innovation.
Sound too much like science fiction?
Lean-Agile Procurement is the future -
The future starts TODAY!
The experience so far is that very soon only
the complex sourcing use cases will be
left following the current digitalization of
operational procurement. It is not longer
if, but when and how. The procurement
profession needs to become part of the
value creation and innovation journey using
agile and adaptive approaches.
It’s time to become familiar with lean-agile
procurement; the first proven approach for
handling complex sourcing based on lean
and agile principles.
The lean procurement canvas and lean-
agile procurement (8) are a similar
disruptive approach for procurement and
partner management as the business
model canvas (9) and lean startup (10) were
for business development. For example,
in one current success story a complex IT-
Sourcing was done within 4 DAYS instead of
MONTHS (11)!
Find out more under https://www.lean-
agile-procurement.com
Conclusion
YES, agile is often just a buzzword. However,
INTERNATIONAL
Thought leaders like Dr. Jeff Sutherland
promotes Agile in his book “Doing twice
the work in half of the time“ (1). Wouldn’t
it be cool to increase time-to-market in
procurement as well?
lean procurement Canvas, by Mirko Kleiner, flowdays Switzerland (8)
it’s worth taking time to understand
which of its principles and practices
would be beneficial for your procurement
organization.
Approach it as a toolbox and start small,
but start! If you are already running an agile
transformation start including procurement
as part of the business critical expertise
necessary for holistic transformation.
Start thinking in partner ecosystems and
apply agile principles and practices together
with other functions. There are already
proven agile approaches for procurement
such as lean-agile procurement.
Get in touch and we can help you to keep
your competitive advantage. Our client
current success stories demonstrate
positive results on time-to-market, lower
costs, and improved overall business
outcomes and ecosystem innovation.
References:
(1) Dr. Jeff Sutherland, co-creator of SCRUM,
Author and founder of Scrum Inc.
(2) State of Agile Report 2018
(3) Jonathan Smart, Head of Ways of Working,
Barclays Group Jan 2018
(4) Scrum@Scale bei Saab, Toyota, Scrum inc.
(5) Survey/research about agile@procurement & sales,
flowdays, Switzerland
(6) APA/VW/Handelsblatt Aug 2018
(7) adaptive Manufacturing, GE 2016
(8) lean-procurement.com & lean procurement canvas
by Mirko Kleiner, flowdays
(9) Business Model Canvas, Alex Osterwalder
(10) Lean Startup by Eric Ries
(11) Success Story at a Swiss Health Insurance, 2017
the lean procurement canvas by Mirko Kleiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. Lean procurement canvas version 1.22
True North
Prioritized & weighted business goals
Timing
Time-boxes of needs solved now, or
later
Rewards
Outline the contribution of the
proposed team
People & Resources
List your best minds to achieve the business goals
Lean Procurement Canvas Name of Initiative Owner of Initiative Partner Date # Iteration
Needs
Prioritized top customer needs
Existing Alternatives
How are these needs solved today
2Conditions
Further bounding conditions
4
6
High-Level Concept
x for y analogy,
e.g. youtube = flicker for videos
Unique Selling Proposition
Differentiators to your competitors
Cost Structure
Variable & fixed costs
8
7
Capabilities
Top capabilities to resolve the needs
3
PARTNER COMPANY
1
5
Peer Feedback
Vote of all participants,
e.g. confidence level 1-5
More under lean-agile-procurement.com