Beyond budgeting, agile scale and other recipes

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Samuel RETIERE

Les slides d'une présentation sur l'évolution de l'Agile à l'échelle, de Beyond budgeting et du management 3.0

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Agile is dead, so what ?
Agile @ Scale, Beyond Budgeting and other recipes

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Once upon a time...
CIO
CFO
CHO

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The watermelon syndrome
Focus on growth rather than value
New comers with short time-to-market
Happy clients?
Be more client focused

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Resources?
People are not engaged
The talent war is there
We don’t really know what happens
Change management mindset

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Budgeting as a cost center
Summer means available changes
We do not execute what we plan
We make cost decision and not business
From batch to flow

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Let’s try….
Agile new Leadership model Beyond Budgeting

OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable
We need to scale Agile in
the organization
Agile = Scrum
From component to feature
◉ Stuck in the system (budget, rewards,…)
◉ Autonomy when allowed by the
management
◉ 2 operating models at the same time
◉ Focus on delivering features (vs software)
◉ Progress more visible
◉ Better collaboration

OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable
We must change the
system
New Leadership model
From command & control to sense & respond
◉ We got a problem with middle managers
◉ Nothing really change (waiting for the next
wave)
◉ Managers behave as the system constraints
◉ Changes at operational level
◉ Discussions about the all in one manager

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We need to change our
management model
Beyond Budgeting = Rolling Forecasts
From traffic light to round about
◉ New ways of budgeting (project portfolio,
capacity, VC,…)
◉ Targets are not budget, resources
allocations doesn’t mean projects
◉ Detailed doesn’t mean accurate
◉ Problems more visible
◉ Decentralization decisions = Trust
◉ Rolling forecasts <> Cost cutting aka budget
optimization

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Let’s try…
Agile @ Scale The why manager Beyond Budgeting principles

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System thinking
Agile @ Scale
Looking for business capabilities
◉ What is your north star?
◉ What does value mean for you?
< Customer experience
< Business process
< Technology systems
◉ Cut dependencies (to go faster)
◉ Balance value and coherence

OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable
◉ The principle of mission: specify the end state,
its purpose, and minimal possible constraints
Let them make decisions
The why manager
Think or act?
◉ Organic organization: split the manager job in
2 roles, Delivery & Growth/System
◉ Help your people grow is as important as tell
them where to go
◉ Make decisions at the right level

OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable
Last BBRT news
◉ How to implement a reliable, agile and optimised
forecasting process?
◉ How to define a fair incentive scheme?
◉ How to empower people at Business Unit level?
◉ How the Beyond Budgeting approach can reinforce
the “business partner” role of the Finance function?
◉ Cécile Canabis of Danone as CFO of the year due to
the successful implementation of Beyond Budgeting
in the Danone group.
Management innovation
Beyond budgeting principles
The adaptive management model
◉ The why at every level of the organization
(example: OKR [Objectives - Key Results])
◉ What am I supposed to do as a manager?
◉ Culture = Management

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All is linked, all is consequence

OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable
◉ Keep principles in mind
◉ Context is key
Agile is dead
+
+

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原版定制美国纽约州立大学奥尔巴尼分校毕业证学位证书原版一模一样

一比一原版(UMN毕业证)明尼苏达大学毕业证如何办理

Beyond budgeting, agile scale and other recipes

3. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable The watermelon syndrome Focus on growth rather than value New comers with short time-to-market Happy clients? Be more client focused

5. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable Budgeting as a cost center Summer means available changes We do not execute what we plan We make cost decision and not business From batch to flow

7. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable We need to scale Agile in the organization Agile = Scrum From component to feature ◉ Stuck in the system (budget, rewards,…) ◉ Autonomy when allowed by the management ◉ 2 operating models at the same time ◉ Focus on delivering features (vs software) ◉ Progress more visible ◉ Better collaboration

8. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable We must change the system New Leadership model From command & control to sense & respond ◉ We got a problem with middle managers ◉ Nothing really change (waiting for the next wave) ◉ Managers behave as the system constraints ◉ Changes at operational level ◉ Discussions about the all in one manager

9. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable We need to change our management model Beyond Budgeting = Rolling Forecasts From traffic light to round about ◉ New ways of budgeting (project portfolio, capacity, VC,…) ◉ Targets are not budget, resources allocations doesn’t mean projects ◉ Detailed doesn’t mean accurate ◉ Problems more visible ◉ Decentralization decisions = Trust ◉ Rolling forecasts <> Cost cutting aka budget optimization

11. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable System thinking Agile @ Scale Looking for business capabilities ◉ What is your north star? ◉ What does value mean for you? < Customer experience < Business process < Technology systems ◉ Cut dependencies (to go faster) ◉ Balance value and coherence

12. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable ◉ The principle of mission: specify the end state, its purpose, and minimal possible constraints Let them make decisions The why manager Think or act? ◉ Organic organization: split the manager job in 2 roles, Delivery & Growth/System ◉ Help your people grow is as important as tell them where to go ◉ Make decisions at the right level

13. OCTO © 2018 - Reproduction interdite sans autorisation écrite préalable Last BBRT news ◉ How to implement a reliable, agile and optimised forecasting process? ◉ How to define a fair incentive scheme? ◉ How to empower people at Business Unit level? ◉ How the Beyond Budgeting approach can reinforce the “business partner” role of the Finance function? ◉ Cécile Canabis of Danone as CFO of the year due to the successful implementation of Beyond Budgeting in the Danone group. Management innovation Beyond budgeting principles The adaptive management model ◉ The why at every level of the organization (example: OKR [Objectives - Key Results]) ◉ What am I supposed to do as a manager? ◉ Culture = Management

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