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'agility enablement'- unlocking enterprise agility
The document discusses agility enablement and unlocking enterprise agility. It defines agility as an organization's capability to sense, adapt, and respond to a dynamic environment. The document presents four key aspects: (1) understanding the enterprise as a living organism, (2) understanding agility as a capability, (3) understanding agility enablement, and (4) how to be an agility enabler. It argues that agility is always present and the goal is to identify constraints and remove them to enhance the organization's agility capability. An agility enabler works to sustain boosters and minimize inhibitors that influence various enterprise elements like leadership, culture, systems and design.
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- 1. agility enablement u nl o c k i n g e n t e r p r i s e a g i l i t y
- 2. husband & dad organizationalchange strategic innovation digital transformations JOHNNY ORDÓÑEZ a g i l i t y e n a b l e r
- 3. agility enablement UNDERSTANDING THE ENTERPRISEAS A LIVING ORGANISM 1 UNDERSTANDING AGILITY AS A CAPABITLIY UNDERSTANDING AGILITY ENABLEMENT BE AN AGILITY ENABLER 2 3 4 u n l o c k i n g e n t e r p r i s e a g i l i t y
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- 5. RESPONDING AND ADAPTATING. Closed-endedsystems, for example, machines, are largely insulated from the external environment and incapable to learn on their own. Hence, although they are highly predictable and stable, these systems are not capable of sensing, responding and adapting to changes in the environment. THE MECHANISTIC APPROACH FOR THE ENTERPRISE LIMITS ITS CAPACITY OF SENSING,
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- 7. 8 ENTERPRISEASLIVINGORGANISM FOUNDATIONS Enablingtheenterpriseagility impliesanewwayofseeingand understandingtheorganization: Change from an evolutionary biologyapproach Enterprise as a set of interconnected networks Organizational Paradigm Organizational Entropy Complex Adaptive System Culture as a result, not an input
- 8. 4 LIVING ELEMENTS THATSHAPETHE ORGANISATIONAL CULTURE Stories & Conversations Rituals& Routines Symbols Power structures & Influence
- 9. JOHN ATKINSON F ou n d i n g P a r t n e r a t T h e P h i l l i p s K a y P a r t n e r s h i p T h e A r t o f C h a n g e M a k i n g “Organisationsareinfactliving, complexanddynamic.Ifwewant organisationstobeabletochange, forthemtobeadaptive,resilient, intelligent,forthemtobeableto learnandprogress,wehavetostop thinkingofthemandtreatingthem intermsofthembeingamachine andstartthinkingofthemasbeinga livingsystem. ”
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- 13. “agilityistheorganizational capabilityofsense,adapt andrespondtoadynamic environment. ”agility is alwayspresent; it’s an intrinsic capability.
- 14. SUNIL MUNDRA P ri n c i p a l C o n s u l t a n t - A d v i s o r y a t T h o u g h t W o r k s , E n t e r p r i s e A g i l i t y “AdoptingAgilepracticesand methodologies,andevenscaling them,doesnotincreaseagility.At theenterpriselevel,itisagilitythat mattersmost,notAgile.Thisis becauseagilityencompassesaset ofenterprise-levelcapabilitieswhile Agile,thoughbasedonvaluesand principles,isorientedtoward softwaredelivery. ”
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- 17. “Insteadoftryingtoachieve‘tobe Agile'asagoal,focusonidentifying boundariesandremovingthe constraintsthatshapethe organizationalcapacityofsensing, adaptingandresponding. ”agility is theresult of coexistence and interrelation between various elements within the organization. agility lives in complexity.
- 18. agilityENABLEMENT PREMISES agility is acapability of a complex and adaptive system. agility is much more than the implementation of Agile methods or frameworks. agility is always present. Our job is to identify the boundaries and remove the constraints that surround it to enhance it. agility lives in complexity. It is a result of the harmonization of multiple factors and conditions. agility with lowercase ‘a’; because it is a capability, not a noun, brand or movement. 1 2 3 4 5
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- 20. 23 INFLUENCINGAGENTS Enterpriseenablersareinfluenced bytwotypesof“agents”: boostersandinhibitors. LEADERSHIP GOVERNANCE SYSTEMS ORGANIZATIONAL DESIGN 'Boosters' reflects apositive effect that amplifies the current agility. Conversely, 'inhibitors' act as blockers causing negative effects to the current agility and whole system.
- 21. 24 IDENTIFIDINGAGENTS Theagentsaren'tnecessarily identifiableasimpleview. LEADERSHIP Boosters Inhibitors Visible Non-visible It's probablethat exists strong agents (boosters and inhibitors) under the layers of the system. Both they must be worked on.
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- 24. JORGEN HESSELBERG C o- F o u n d e r a t C o m p a r a t i v e A g i l i t y , U n l o c k i n g A g i l i t y “ImplementingScrum,a popularframeworkthatmay beusedtohelpencourage moreagilewaysofworking, willnotnecessarilymakeyou moreagilewithout consideringtheother dimensionsofagility. ”
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- 26. “agilityisalwayspresent.Our jobistoidentifytheboundaries andremovetheconstraints thatsurroundittoenhanceit. ”…through sustain ormaximize the boosters and minimize or remove the inhibitors.
- 27. An agility enabler makes theconstraints beautiful. …from “We can’t, because,” to “We can, if.”
- 28. NEUTRAL1 EGO-LESS2 OBSERVANT3REFLECTIVE4 KNOWLEDGEABLE 5 GENEROUS 6 INQUISITIVE7 EMPATHETIC8 AGNOSTIC9 INFLUENCER10 agilityenablers CHARACTERISTICS
- 29. agility enabler is nota role; it’s a responsibility.
- 30. TOBIAS MAYER e du c a t o r , l e a r n e r , c i t i z e n “Wemaybestuckwiththe catch-allword‘Agile’fornow, butwehavearesponsibility tomovetowardsdescribing clearlywhatweactuallydo, usingrealwordsandeven wholesentences. ” http://bit.ly/AgileIsNotTheGoal-TobiasMayer
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- 33. From Agile Coachto “agility enabler”: my new path – Johnny Ordóñez https://johnnyordonez.com/2018/09/09/de-agile-coach-a-agility-enabler-mi-nuevo-camino/ ENTERPRISE AGILITY: A Johnny's Compilation about EA – Johnny Ordóñez https://www.beautiful.ai/deck/-LLVBsCk0OBTa1jmzuzW/Enterprise-Agility What's the next step in the Evolution of Agile? Enterprise Agility https://www.slideshare.net/JohnnyDark/whats-the-next-step-in-the-evolution-of-agile-enterprise-agility SOMEREFERENCES
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