Abstract Enable Enterprise change through the agility spectrum. How to break enterprise change into small focus areas to achieve an end to end value generation in an organic way. Key Takeaways: 1. Insight into Agility spectrum 2. Looking beyond frameworks to enable agility 3. Measuring change 4. Restructuring 5. Effective Coaching

1. Enabling Organic
Change

2. Agility
Spectrum
Leadership Agility
Ability to take effective action in complex,
rapidly changing conditions.
Organizational Agility
Ability for an organization to
renew itself, adapt, change
quickly, and succeed in a
rapidly changing, ambiguous,
turbulent environment
Product Agility
Managing Products with Agility results
in products that provide valuable business
outcomes, increased flexibility to respond
to change, and greater transparency
Execution Agility
To support innovation or any
higher business agility
capability, enterprises must
demonstrate the ability to
deliver high-quality products
rapidly and continuously

3. My Experience
Leadership Agility Organizational Agility Product Agility Execution Agility
Amplify Learning Culture Performance Reviews Innovation Scaling / Scrum / Kanban / etc
Go See approach Rewards & Recognitions Vision Fail fast mindset
Environment Design HR / Marketing / Sales/ Legal Budgeting Distributed / Co-located teams
Accessible Organization structure Feedback Mechanism Clear purpose of the team
Cultivate open culture Policies Startup mindset Inspect & Adapt mindset
Fear of failure Continuous improvement Roadmap Expose Engineers to Customers
Articulation of Change Trainings Release planning & Dependencies Predictability
Fun @ Work culture Community of Practice Incremental value delivery Engineering practices
People first approach Portfolio planning
Simple and clear prioritization
process
Usage of Tools
Create Transformation Roadmap Hypothesis Validation Branching strategies
Impediment addressing
mechanism
Evolving Architecture & Design High Performing Teams
Face to face meetings