Agile Trends 2019 - Alcançando o "Tipping Point"

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ALCANÇANDO O
“TIPPING POINT”

Technology Delivery Manager with 25 years of experience, focused
on business agility and corporate strategy implementation as a
Lean/Agile Coach, strong technical background and use of
technology to improve best results.
ANTONIO
MALAGUTTI
Functional Experience Industries
Selected Professional Experience
 Agile Coach
 Lean Transformation Agent
 Project and Program
Management
 Facilitation of agile
ceremonies
 High Performance Teams
building
 Scaled Agile implementation
 IT governance and portfolio
management
 PMI’s Project Management
Professional (PMP)®
 Certified SAFe® 4 Program
Consultant (SPC)
 Design Thinking Facilitation
 Product management
(digital)
 Ecommerce
 Retail
 Financial Services
 Holdings
 Telecom
 Energy
 Construction
 Oil & Gas
 Education
 Logistics & Supply
Chain
 Education This year I conducted a "Agile Release
Train" as a Enterprise Agile Coach at a lead company
in the Education industry. This project was one of
the biggest implementations of SAFe® (Scaled Agile
Framework) with +500 participants and several
teams and business value streams and teams
working together.
 Financial Services Setup of mobile security team and
definition of security projects' portfolio. Consulting
for implementation of agile management in digital
channels. Design Thinking process implementation
in UX area. Implementation of agile practices in the
contract, such as visual management, metrics and
relentless improvement. Implantation of Kanban and
visual management techniques.
 Retail and e-Commerce Change Management for
850 stores and 19 Distribution Centers, adapting
them to a new tool for collaboration, innovation and
productivity. Application of agile methods, SCRUM.
Business Model Generation and Project Model Canvas

AGENDA
Business Agility
Maturity Model Antipatterns/
Desafios
Posicionando-se no
Modelo de
Maturidade em
Business Agility.
Onde transformar e
o que transformar
primeiro. Não
existem receitas
milagrosas.
Como influenciar
a agenda
executiva para a
jornada da
empresa enxuta.
Como se
preparar para a
virada -
alcançando o
“Tipping Point”.
A adoção de
aceleradores de
agilidade. Cultura do
realizar e melhorar
continuamente.
O que não fazer e porque.
Armadilhas dos “ismos de
palco” - Empreendedorismo,
Agilismo e Arquiteturismo
de Palco. Simplesmente faça
acontecer.
Um framework de
execução
realmente
pragmático
Alguns cases
de
implementaç
ão
Agenda
Executiva
The Tipping
Point
Capabilities &
Enablers
Armadilhas
Framework
Cases QA

BUSINESS
AGILITY
MATURITY
MODEL

AGILIDADE DE NEGÓCIOS
Bla
bla
Bla
bla
Pergunte às pessoas do seu time o que é para elas Business Agility.
Como a empresa de vocês está lidando com o tema.

BUSINESS AGILITY “MATURITY MODEL”?
Posicionando-se no Modelo de Maturidade em Business Agility
Low-moderatefluencyHighfluency
Na verdade não existe um “modelo de maturidade” voltado para Business Agility. O mais perto
que se tem é a metodologia da pesquisa “The Business Agility Report 2018”, 1st Edition do
Business Agility Institute:
Pre-Crawl (1-
2)
Crawl (3-4)
Walk (5-6)
Run (7-8)
Fly (9-10)
the organization mostly follows traditional processes.
E.g. Our focus is primarily on achieving a specific output and
we do not effectively track the realization of benefits once a
project is complete.
the organization is just getting started with business agility.
E.g. Our project business cases define expected business
outcomes which are tracked at project completion.
the business agility basics are in place and more advanced
methods are being explored. E.g. We are aligning teams and
their associated KPIs and measures against product goals
rather than project goals.
the organization has made significant strides towards
business agility.
E.g. We are outcome focused and start with the desired
behavioral change in our target customer in mind rather than
a specific output.
Source: “The Business Agility Report 2018”, 1st Edition 2018

V U C A
Volatilidade
(volatility)
Incerteza
(uncertainty)
The haziness of reality, the
potential for misreads, and
the mixed meanings of
conditions; cause-and-
effect confusion.
Ambiguidade
(ambiguity)
THE NEW FRONTIER OF BUSINESS AGILITY
Nos tempos atuais de V.U.C.A., as organizações precisam se reinventar.
Uma nova “Arena de Negócios”.
Os modelos tradicionais hoje não dão conta mais de responder a esse novo contexto.
The nature and
dynamics of change,
and the nature and
speed of change forces
and change catalysts.
The lack of
predictability, the
prospects for surprise,
and the sense of
awareness and
understanding of
issues and events.
The multiplex of
forces, the
confounding of issues,
no cause-and-effect
chain and confusion
that surrounds
organization.Complexidade

RESPOSTA ESPERADA AO V.U.C.A.
Business Agility hoje não é mais uma opção, e sim uma necessidade das organizações para responder a essa
“velocidade” do mercado.
Execução com
foco em VALOR
Ganho de produtividade
Qualidade
Satisfação do cliente
Leadership

DESAFIOS DURANTE A JORNADA
Qual o “Pareto” dos desafios?
TOP 3 CHALLENGES
LEADERSHIP
_ Mindset
_ Setting Vision and Empowering Teams
_ Transformation Support
LACK OF BUY-IN
_ Organization Adoption
_ Momentum
_ Team Buy-In
INAPPROPRIATE ORGANIZATION
DESIGN
_ Large Distributed Teams
_ Structure
_ Supporting Functions
diretamente
relacionados à
liderança

BENEFITS OF BUSINESS AGILITY
Quais são os pontos interessantes/benefícos do Business Agility?
MARKET
SUCCESS
SPEED TO
MARKET
CUSTOMER
SATISFACTION
BETTER WAYS
OF WORKING
COLLABORATION
EMPLOYEE
SATISFACTION
AGILE
MINDSET
ADAPTIVE
LEADERSHIP

1. The objective of the first wave was to stand up
Agile teams to produce better software.
2. The second wave focused on Agile at Scale:
integrating & coordinating work across teams.
3. The objective of the third wave is to transform
how we charter, lead and manage Agile orgs.
4. With each new wave, the Agile movement
broadens to include new work and problem
domains.
THE 3 WAVES OF AGILE
Onde transformar e o que transformar primeiro. Não existem receitas milagrosas!

MATURIDADE EM AGILE
Bla
bla
Bla
bla
Pergunte às pessoas do seu time qual a maturidade da empresa que vocês
participam.
Já foi alcançado o Tipping Point?

REACH THE TIPPING POINT ENABLES SAFE
ROADMAP
“Tipping
Point”

THE SPECTRUM OF CHANGE
Exploitation Exploitation
Horizon 1 Horizon 2 Horizon 3
Kaizen Kaikaku Kakushin
Sustaining Breakthrough Disruptive
Continual Improvement
Innovation
Incremental
improvement in
products that can be
delivered by existing
business resources
and
processes
Breakthrough product
improvements that
boosts market share
but is still delivered
by existing
resources
Disruptive business
model that serves
new customers and
requires a new profit
model, resources and
processes to deliver
Description
Goals Playing the Old
Game Better
Old Game /
New Rules
New Game /
New Rules
Small Improvements
Huge Change
Great Innovation

ANTIPATTERNS

AGENDA
EXECUTIVA

LEADERSHIP
Como influenciar a agenda executiva para a jornada da empresa enxuta.
REPENSAR LIDERANÇA
Eu tenho que trabalhar com a
liderança, com a cultura:
• Engajar Liderança
• Novos comportamentos
• Novos Mindsets
Porque de fato para eu ter
agilidade no negócio eu
preciso de novos
comportamentos, novos
mindsets, que começam da
liderança. BA hoje não é mais
uma opção é uma necessidade
das organizações para
responder essa velocidade do
mercado.
REPENSAR CONCEITOS E
PROCESSOS
Importante para entender o
conceito de Business Agility é
como fazer essa transformação?
Hoje se pensa em transformar
as organizações para o contexto
VUCA e agilidade de fato é uma
"jornada“. Essa jornada é muito
mais do que simplesmente
aplicar métodos ágeis.
REPENSAR PRODUTOS
Porque tem que repensar a forma
como eu olho o meu produto,
como eu olho o mercado. Minha
corporação precisa ser muito
mais centrada no cliente, ter uma
visão de fora para dentro e não
de dentro para fora coma a gente
sempre trabalhou. Eu tenho que
pensar na minha organização, na
forma como as pessoas
REPENSAR MÉTODOS E
ESTRATÉGIAS
Repensar os times, os processos
de apoio e até as estratégias dos
talentos como eu vou preparar
essas pessoas.
01
02
03
04

TIPPING POINT
How to get executive buy-in and reach the Tipping Point quickly
“Burning Platform”
e/or
“Proactive Leadership”
SAFe Reasons:
Typical Problems
• You get mixed buy-in from different
executives / stakeholders
• Buy-in is limited to experiments, pilots, or
only team-level implementation
• People mis-interpret or mis-understand the
reasons for adopting or scaling Agile
• You are not experiencing the expected
productivity, business value, and other gains
• Unfortunate result is poor adoption and
missed opportunity. Worse, stakeholder will
begin to doubt benefits of Agile and
withdraw their support.
Version One’s 12 Annual State of Agile: Challenges
Experienced Adopting & Scaling Agile (2018)
https://explore.versionone.com/state-of-agile/versionone-12th-annual-state-of-agile-report

RECOMMENDED ACTIVITIES
How to get executive buy-in and reach the Tipping Point quickly (SAFe Approach)
Kubler-Ross Change Curve (Lean Change Management 2014)
Fortunately, there are a number of great
transformational approaches and activities that
can significantly accelerate buy-in and adoption.
Here are key ones we would like to recommend:
1. Discover the big WHY for SAFe adoption and
key stakeholder pain-points FAST using 5-
Why’s and Root-Cause Analysis exercise
(corresponds to Creative alignment in Table
1.2)
2. Make the big WHY real to the organization
FAST through highly emotive, relevant, and
compelling storytelling (corresponds to
Maximize Communication in Table 1.2)
3. Get lasting executive buy-in FAST through
compelling Impact BVIR big visible
information radiator (corresponds to
Maximize Communication in Table 1.2)
4. Get teams excited about the Vision FAST
through creative ideation exercises like
Design Sprints (corresponds to Spark
Motivation in Table 1.2)
5. Get broader organizational buy-in FAST
through early enablement, education,
empowerment, and exploration (corresponds
to Develop Capability and Share Knowledge in
Table 1.2)

THE
TIPPING
POINT

THE “TIPPING POINT”
Como se preparar para a virada – alcançando o “Tipping Point”
The Point Of No Return
=
“The Tipping Point”
The Tipping Point
 Hard work going up
 Slow momentum
 Lot easier
 Great momentum
Pre-Crawl Crawl Walk Run Fly
Leadership

CAPABILITIE &
ENABLERS

Com o Business Agility, as organizações podem
aprender e superar a concorrência, tornando-se
organizações de aprendizagem, alimentadas por
indivíduos apaixonados e capacitados.
CAPABILITIES
Quais são as capacidades para desbloquear a agilidade de negócios?
Entregue Rápido e Responsivamente
Inove e Cause Disrupção
Adapte Organização e Cultura
Conduza através da complexidade
Onde você está em sua jornada competitiva?
Quais capacidades você já sabe que precisa
fortalecer?
Delivery
Agility
Product
Innovation
Organizational
Adaptability
Leadership
Effectiveness

 The ability to build high-quality technology
 The ability to deliver fast and responsively
 The ability to thrill users
DELIVERY AGILITY PRODUCT INNOVATION
ORGANIZATION ADAPTABILITY LEADERSHIP EFFECTIVENESS
 The ability to impact markets
 The ability to adapt business models
 The ability to create and disrupt markets
 The ability to innovate management models
 Lean flow through business processes
 Closely aligned structures, roles and incentives
 The ability to establish and engage others in a
compelling vision
 The ability to evolve organizational capability
and fitness
 Leadership that maximizes learning by
Foundational to business agility is the ability
to design, develop, build, and ship
highquality products and services fast in
response to the market voice.
Product Innovation as a capability is about
learning what customers truly need faster
than your competitors.
Key Indicators Key Indicators
Key Indicators Key Indicators
To become innovators and disruptors,
companies must innovate their
organizational and managerial approaches,
reduce bureaucracy, and evolve leadership
styles and cultures.
The primary levers of business success
today are creativity, continuous learning
and adaptability.

ENABLERS
Quais os enablers para seu contexto?
DevSecOps
Agile
Architecting
Risk/Concerns
Driven
Management
Cloud-First
IT Approach
Abundance
Model
Value Streams
Fit for Purpose
Enterprise
Lean/Agile
Practices
Lean Budget

ARMADILHAS

CAPITAL HUMANO
Teamwork é fundamental para Business Agility
Sofomaníaco
Indivíduo estúpido que se
acha extremamente
inteligente
Efeito Dunning-Kruger
Você não sabe o que não
sabe!
“ISMOS de PALCO”
Empreendedorismo, Agilismo
e Arquiteturismo de Palco,
etc
Empirismo é o caminho!

FRAMEWORK

Business agility is the
ability of a business to
realize and sustain its
full potential both in
terms of its profits
and its people,
regardless of internal
or external
environment changes.
We define
(SolutionsIQ) business
agility as comprising
several critical
organizational
capabilities:
CAPABILITIES FOR BUSINESS AGILITY
Existe um framework pragmático?
1. Deliver Fast and
Responsively
(Delivery Agility)
2. Innovate and Disrupt
(Product Innovation)
3. Adapt Organization
and Culture
(Organizational
Adaptability)
4. Lead through
Complexity
(Leadership
Effectiveness)

HABILITADORES DE BUSINESS AGILITY
Bla
bla
Bla
bla
Pergunte às pessoas do seu time quais habilitadores não estão prontos para
a transformação.
A camada C-Level está sensível da necessidade real desses habilitadores?

CASES

CASE
3ª PI Planning

LEARN
MORE

Gladwell, Malcolm. The Tipping
Point: How Little Things Can Make a
Big Difference. Little, Brown and
Company, Kindle Edition.
Kotter, John P. Leading Change.
Harvard Business Review Press, Kindle
Edition.
Reaching the Tipping Point
https://www.scaledagileframewo
rk.com/reaching-the-tipping-
point/
Cho, Fujio. Chairman of Toyota, 2006-
2013.
LEARN MORE

Q&A
www.linkedin.com/in/amalagutti

Agile Trends 2019 - Alcançando o "Tipping Point"

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