The document discusses agile practices for organizations, beginning with an overview of an agile tour in London. It then focuses on values that organizations should prioritize, such as agile methods, organizations, or SAP case studies. The remainder of the document provides ideas and examples for how organizations can transition to being more agile through practices related to processes, tools, infrastructure, and mindset changes.

1. the future of agile
Organisations
the SAP case
1
e x t e n d e d agile tour
London 2018

2. 2
Pierre E. NEIS
agile4HR, Play14, agile digital enterprise, agile animal farm
SAP S.E., Daimler Group, Lombard Odier Bank, BNP Paribas, GlobeMed, Banque de Luxembourg, Real Solutions, BCG DV, LogDirect, ArcelorMittal, SAP UK, Berytech, Capgemini, Accenture,
pWc, McKinsey, rueducommerce.com, Invivo, Cloudwatt, GDF Europe, ERDF, AXA Global, LaPoste Innovation, European Commission, Touring Assurances, CNRS, Ores + 50

3. 3

4. what do you
value the most?
4

5. 5
#1 - agile?

6. 6
#2 -
organization

7. 7
#3 - agile
organization

8. 8
#4 - SAP?

9. 9
#4 - SAP
Case?

10. round #1
10
1

11. 11

12. first ideas
12

13. 13
End-to-end process • design and refine the process aligned with Release Roadmap
Collaboration
• enhance Product Owner’s vision with Process Owners/Users
• define Personae and create specific User stories and Themes
• work as a team member of a cross-functional team
Knowledge • Interact with the Business Process community of practice (aka Chapter) to share,
learn and improve standards
Build • set up the standard process as a hypothesis
Measure • set up a Definition-of-Done (DoD) for the E2E process
• collect customer’s/user’s improvement (Sprint Review) and update
• run User Testing workshops to test the hypothesis
• Improve the measures
Visible metrics • Set metrics and capture mechanisms for both Customer and Delivery Teams
• Display metrics so that all the teams share the same wall
• Make it highly visible in the Communication Tool (Jira, Confluence)
Communication &
collaboration
• Use intra-team, web-based collaboration (Jira, Confluence)
Scrum Team Rooms • Secure Scrum Team Rooms for each team; one room per Work stream
• Group Work Stream Rooms in a common location/building
• Use significant wall-space for creative boards and facilitate display of visible
metrics
• Install conference phones, video conference, whiteboards
Customer Lab • Recruit and schedule customers for regular testing
• Use trained facilitators to conduct interviews (Training or Scrum Masters)
• Set up a customer lab with recording equipment
A. PRACTICES
B. PROCESSES
C. TOOLS
D. INFRASTRUCTURE
a
“consulting”
approach

14. 14
Satisfy customer
through early &
continuous
delivery
Agile processes
harness change
Deliver working
software
frequently.
Business people
and developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversation
Working
software is the
primary
measure of
progress
Sponsors,
developers, and
users should be
able to maintain
a constant pace
Continuous
attention to
technical
excellence and
good design
Simplicity--the art of
maximising the
amount of work not
done--is essential.
Self-
organizing
teams
At regular
intervals, the
team reflects how
to become more
effective
manifesto

15. 15
what means scrum?
READY DONE
using scrum

16. 16
composition of a scrum team
Build the right
thing
Build the
thing right
Build it fast
PROCESS OWNER
DEVELOPER
TESTER
DEL IVERY MANAGER
PRODUCT
OW NER
SCRUM
MASTER
DEV TEAM

17. 17
1 E2e
process
more E2e
processes
more E2e
processes
more E2e
processes
more E2e
processes
component
component
component
component
component
component
component
component
component
component
component
component
component
component
component
sprint
release
<sprint>
<release>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<release> <release> <release> <release>
time
productbacklog
Like for
product
increments,
processes have
to be delivered
incrementally!
E2E Strat.
product roadmap and development strategy

18. 18
build
measure learn
working
software
the end-to-end
(E2E) process is the
outcome and not
the input of a
development
process

19. 19
minimal Toolbox to get the
job done
BP M MATURITY PROCESS IM PACT M APPING ATTD OR BDD

20. agile deployment
strategy
20

21. 21
improve
demand
deliver
improve
capacity
improve
capability
improve
the whole
1
2
4
3 5
6
restart

22. changing the
org
22
2

23. 23

24. 24
plan AA

25. 25
1 2 3 4
Distil Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .

26. 26

27. 27
1 2 3 4
Distil Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .
so so
so so
so so
what?

28. 28
Satisfy customer
through early &
continuous
delivery
Agile
processes
harness
change
Deliver
working
software
frequently.
Business
people and
developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversatio
n
Working
software is
the
primary
measure of
progress
Sponsors,
developers,
and users
should be
able to
maintain a
constant pace
Continuous
attention to
technical
excellence
and good
design
Simplicity--the
art of
maximizing the
amount of work
not done--is
essential.
Self-
organizin
g teams
At regular
intervals, the
team reflects
how to become
more effective

29. 29
Satisfy customer
through early &
continuous
delivery
Agile
processes
harness
change
Deliver
working
software
frequently.
Business
people and
developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversatio
n
Working
software is
the
primary
measure of
progress
Sponsors,
developers,
and users
should be
able to
maintain a
constant pace
Continuous
attention to
technical
excellence
and good
design
Simplicity--the
art of
maximizing the
amount of work
not done--is
essential.
Self-
organizin
g teams
At regular
intervals, the
team reflects
how to become
more effective

30. 30
Bplan B

31. 31
contract
blue print validates contract.
expectations: no change. reality:
loosing customer’s engagement
in the hurry
development
poortesting
EXPECTEDDELIVERYDATE
WIN/WIN W E WIN / T HEY L OO SE WE WIN / THEY LOOSE LOOSE/
LOOSE
LOOSE/
LOOSE
Tada!VALUE/EFFICIENCY CURVE

32. 32
C U S T O M D E V E L O P M E N T B A S E D O N C U S T O M E R ’ S
E N G A G E M E N T & C O N T I N U O U S LY I N S P E C T & A D A P T
C Y C L E S
contract
rapid delivery
of standard &
continuous
delivery (test
automation) as
blueprint!
JUSTINTIME,JUSTENOUGH
WIN/WIN CUSTOMER IS ENGAGED: EACH SPRINT
DELIVERS , A TESTABLE INCREMENT.
CUSTOMER DELIVERS C ONSTRUCTIVE
FEEDBACK EACH CYCLE
WIN/WIN
yeah!
VALUE/EFFICIENCY CURVE
W IN/ W IN CUSTO MER DEL IGHT
this is only feasible with strong sap business engagement within the development!

33. 33
Cplan C

34. 34
Dplan D

35. 35
Eplan E

36. 36

37. keys for agile
Organisations
37
3

38. 38
AO

39. the concept
39

40. #1 the story of
the farmer
• metaphor to the principle of structure
40

41. 41
KING
FA RMER
KING RECRUITED BY GOD
THE FAR MER HA S 3 CAT T LE
THE KNI GHT WA NT S 2 CAT TLE
THE FAR MER KEEP S 1 COW
WHE RE SHOULD HE COMP LAIN?
the original sin

42. 42
CEO
WORKER
is valid only if a
single person can
embrace the full
knowledge
people are
commodities assisting
the boss in his job
no longer
possible, since
decades

43. #2 the story of
Jason
• metaphor to the principle of
organisation
43

44. JASON
Jason is a junior. He is very passionate about his new job. Where can he get
the right information.? How long should it take? !44

45. 45
JASON
Jason is a junior. He is very passionate about his new job. Where can he get the right
information.? How long should it take?
!45

46. JASON
Jason love to dance. He meets Elsa, the assistant of the CEO, at the salsa course. They
become closer. They talk a lot together, they talk all the time about the company
during their free time. Jason has now more information than his supervisor.
46
ELSA

47. JUNIOR
ELSA
THIS IS ORGANIZATION
47

48. JUNI OR
ELSA
this is structure
48

49. JUNI OR
Agile means organisation over
structure.
ELSA
49

50. reference
• Diagnosing and solving organizational
problems means looking not merely to
structural reorganization for answers but to a
framework that includes structure and several
related factors.
• ROBERT H. WATERMAN, JR., THOMAS J.
PETERS, AND JULIEN R. PHILLIPS
(McKinsey & Company) - June 1980
50

51. Manufacturing industry is on the verge of a major paradigm shift.
This shift will take us away from mass production, way beyond lean manufacturing, into a world of Agile
Manufacturing.
Agile Manufacturing is a business concept that integrates organisations, people and technology into a
meaningful unit by deploying advanced information technologies and flexible and nimble organisation
structures to support highly skilled, knowledgeable and motivated people.
`Lean’ implies high productivity and quality, but it does not necessarily imply being responsive. `Agile’, on
the other hand, stresses the importance of being highly responsive to meet the `total needs’ of the
customer, while simultaneously striving to be lean manufacturer whose primary goal is to be lean
compromises responsiveness over cost-efficiencies.
51
(Yusuf et al. 1999)

52. 52
scientific
management
system
thinking
sense
making
utilityoftheparadigm
time
mass production,
automation &
commoditisation
mass
customisation,
scalable & reliable
technology &
communication
mass collaboration,
widespread social
computing,
globalization
Control of
Function
Control of
information
Ability to
« situate » a
network
• command & control
• Taylorism
• Fordism
• Toyota Production System
• Lean Manufacturing
• Agile
Snowden -
Cynefin

53. end of concept
53

54. before changing, we
need to understand
how it works
54

55. 55
structure organisation
Boss
orders
assumption is made
that a single person
has the whole
knowledge
subordinates
execute orders,
managers are
planing and
executing
Leaders
assumption is made that leaders
gives a direction and participants
are focusing to deliver as much
value possible to the organization

56. The situation
56
structure:
focus on
career within
the company:
individual value
organisation: focus on
business value,
customer value
a lot of
decoupled
individual
initiatives
a few high
valuable and
value bringing
initiatives
management
driven
customer driven

57. so
57
Agileparadigm shiftwhatever

58. 58
paradigm shift
AO
structure
AVC
AWAKEN
RUB ICO N
paradigm shift
paradigm shift

59. 59
paradigm shift
AO
structure
AVC
AWAKEN
RUB ICO N
paradigm shift
paradigm shift
WE ARE HERE

60. agile org model
60
4

61. 61
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1
value is given to structure: my career, my position, control, regulatory projects
have a highest priority than customer satisfaction. Managers dictate what agile
is. Agile is entertainment and fashion.

62. Step 2
62
Corporate
organisation plays the game
of agile
+
+
-
-
• mostly business-as-
usual work
• admin work
• everything to control
the variability in that
system
• support as commodity
• projects
• programs
• development
• research
• agile support
Managers
Leaders
reduce waste
less managers
Through Lean activities. People start to understand the value of agile. Here agile is
“methodologies”, a new routine. Micro-management is reduced, management is
changing. Operational Excellence and Business Agility are goals.

63. step 3
63
structure as safe-to-fail boundary
organisation plays the game of
agile
Step 3
light
structure
protecting the
organization from
turbulences allowing
a safe-to-fail
environment
• Company is working
like a venture capital
managing a portfolio
of ventures
• Product Owners of the
organisation are
behaving like
intrapreneurs
• Projects or Programs
are Profit Centres
• Core structure activity
is funding, portfolio
management and
commodity
management.
The organisation understands that agile is a system allowing self-management.
“Management” is another agile team in charge to protect the organisation from
outside. Former managers are agile coaches or leaders.

64. structure as safe-to-fail boundary
step 4
64
organisation plays the game of agile
Step 4just enough flat
structure
• Maturity level is as its
highest level
• 100% empowered and
engaged people
working from
anywhere
• ROWE working model
• Working model is
similar as Open Space
Tech
The system is agile and embrace diversity. All participants (agents) in that system are
self committing to a coherent purpose. Authority is no longer need, transactional
work is automatised or reduced at a just enough level.

65. our cool tool
65
5

66. 66
Team:
Period:
business as
usual
FRUITS
Roots
Portfolio highlights only
on value —> only fruits
are made visible
Roots are activities made
visible in the Sprint
backlog
BAU activities are usually
Fruits from other teams
waste

67. 67
service
request
quarterly release
product backlog
sprint backlog
unplanned
topics
scope
enhancements
bugs

68. Team: T
Period:
BAM
banks
alignments
MIGRATION
CASHPOOL CASH
POSITION
GET
FUNDSSEND
FUNDS
NEW
CORRESPON
DENCEFW
IFRS9
BCMROLL
OUT
TRMROLL
OUT
decommissioning
custom code
authorization
management notes
management
improvements
support
DIRECT
DEBITS
MARKET
RATES
GDPR
SCP
APPMARKET
RATES
LOCKBO
X
BANK
STATEMENT
PROCESS
MBC
BALANCE
SHEET
EXPOSURE
TR
DASHBOARD

69. 69
BAM
banks
CASH
POOL CASHGET
NEW
IFRS9 BCM
ROLL
TRM
ROLL
notes
DIREC
T
MARK
ET
SCP
APP
LOCK
BANK
MBC
BALAN
CE
TR
DASHB
MIGRATION support GDPR structure
org

70. 70
17 teams are
harvesting their
fruits.
“Management”
has a
consolidated
view on the
harvest.
Every quarter all
stakeholders
(business, IT,
Management,
Dev Teams) are
defining together
next Release as a
Management/
Strategic scope
freeze

71. where do we see
actual agile
frameworks?
71
7

72. 72

73. I believe the intention was good but full of cognitive bias. Agile is a social network. A
social network has its natural limits (200 people). No need to scale. 73
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
• most of management
activities are
automatized
maintains structural status quo against paradigm shift
old
paradigm
new
paradigm
Enterprise Scrum V1
Nexus

74. 74
Corporate
structure
organisation plays the
game of agile
+
+
-
-
this is about doing more from the bad things. “Organization” means creating wealth for the
company and not for the purpose of a functional silo. All activities are cross-functional and
teams are mixed from people of all necessary areas to transform demand into value.
old
paradigm
new
paradigm
finance
marketing
sales
i t
support

75. agile organization
challenge if you
are global
75
8

76. 76

77. 77
1 2 3
4
56
Main locations

78. 78
main location and
subsidiaries
new system
all
org
improvements
are feeding the
new

79. 79
• For large organisation the challenge is to think that this model is not a
transposable pattern.
• Organizational development is continuous. Like when the behaviour of
a single team changes when a new mate is arriving, the whole
organisation will change when people are joining, people are leaving
or when the company is merging with another one.
• The Agile Org Model is only helping you to understand how your
“system” is behaving and where you have to take action.

80. conclusion
80
9

81. paradigm shiftOLD NEW
AO
81
agile VC
D ISCOVERY
AWA K EN RUBIC ON
+ STRUCTURE + ORGANIZATION
agile as
entertainment
agile as
methodology
agile as mindset
agile as
organisation
WWW.AGILESQR.COM
AO - transformation paths

82. W H A T M A K E S A F E R R A R I T H E B E S T C A R ?
JEREMY CLARKSON'S
!82

83. want to learn
more?
83

84. Certified Agile Coach
Program
84
• AO will be published soon with the
intention to provide guidance and
not a check list.
• AO is an enhancement of the Agile
Coach corpus and its intention is to
grow as a “multi-sided platform”.
• To be trainer, you have to be coach
first, it´s praxis based.
• 5 Days deep diving program to
address AO, scrum, kanban, agile
coaching, facilitation… as a
workshop

85. 85

86. 86
in the place

87. www.agilesqr.com
!87
Heidelberg, Germany