A high level conversation with the CIOMajlis in Dubai on how Agile Transformation (Real & Fake) are an opportunity for CIOs to build collaboration within the CEO Office and drive transformation in a post-industrial age. As VUCA becomes the norm, the smart leaders are able to realise the power of collaboration across functions and set their eyes fully on delighting the customer. the core customer. CIOs can drive the transformation from industrial aged thinking and executing to the digital agile era by introducing to their peers pure play Agile Tools such as Scrum & Kanban Boards to drive OKRs of the C-suite; applying Agile rituals into the C-Suite to drive faster smarter decisions and collaborations, and by systematically applying Alex Osterwalder's Value Proposition Canvas & Business Model Canvas within the Lean Start Up and/or Design Thinking approaches so that CEOs & their leadership teams can ship product and services that customers actual want and will pay for. The Fake Agile is simply when the centre of the business' universe is not delighting the customer, where shareholder values still dominate strategic initiatives. This customer first mindset, triggered by the late Peter Drucker, may well be some years away. Oh yeah, I know, that's a heck of a mouthful of tools I'm throwing in there, but if you are truly going to transform to the digital age you have to STOP doing a lot of useless 'stuff'. A big thank you to Steve Denning, Alex Osterwalder, Steve Blank, Jeff Sutherland and my close friend and partner for all large scale agile transformations at Wemanity Are Van Bennekum for providing content and guidance on my journey and mission to hep entrepreneurs turn their vision into reality. Thanks!!

1. CIO MAJLIS
AGILE TRANSFORMATIONS & THE CIO’S ROLE IN
A POST INDUSTRIAL AGE

2. THE CASE FOR AGILE

7. INDUSTRIAL AGE STRATEGIZING IS DEAD.
Since The Beginning Of The 21st Century
There Are More Deaths Of Businesses Than There
Are New Business Births.
COMPANY & CEO LIFECYCLES HAVE HALVED.

8. Navigating Through Post Industrial VUCA Chaos
Continuing To Grow Their Business Effectively And
Efficiently In The New Digital Reality Is What’s
Keeping CEOs & Boards Awake At Night.

12. THE ULTIMATE QUESTION!
In this post industrial VUCA reality. Would your
CEO & Key Customers recommend you & your
product & services to their best friend as their IT
Business Partner for digital transformation?
Scale of 0 – 10

13. DO YOUR CUSTOMER, the CEO
TRUST YOU WITH ‘RUN’?
TRUST YOU WITH ‘GROW’?

14. Because strategy can only capture a company’s best
thinking at a given point in time, strategy (like a software
program) needs to be refined and improved as people
gain and distribute new experience and knowledge.
Given this reality, sound strategy development processes
should enable a company to create and adapt strategy
quickly and iteratively… and allocate resources in
changing environments.
“Should you build strategy like you build software?”; Keith R. McFarland, MITSloan
THE CIO’s ROLE in the POST INDUSTRIAL AGE

15. Objectives & Key Results

16. ‘Scrum et all are Agile methodologies used to continuously
improve business results with empirical evidence.
Scrum especially is an Evidence-Based Management
approach providing organizations with the ability to
measure the value they deliver to customers and the
means by which they deliver that value, and use those
measures to guide improvements in both.”
Deploying this across the business is where the CIO can
earn the right to be a trusted partner of the CEO & peers.

21. AGILE & FAKE AGILE

22. What is AGILE?
It Is First & Foremost A Mindset
Where Delighting Customers Takes Centre Stage
Where Every Sprint Delivers Working Solutions
Where Command & Control Is Dead

26. XP
SCRUM
ASD
Pragmatic
programming
DSDM
FDD
CRYSTAL

33. AGILE IS A DIFFERENT MINDSET
IT CHANGES THE GAME FUNDAMENTALLY

34. “The purpose of
business is to
create and keep
a customer”

37. QUESTION
Who is your Core Customer, how well do you
know them? Do you know them well enough to
drive their behaviour or not enough and so be
driven by them?

38. KNOW YOUR CORE CUSTOMER
BETTER THAN YOUR COMPETITION!

39. FANATICAL ABOUT FRANK?
FRANK is the Core Customer most likely to buy your product or service in the
quantity required for optimal profit, and the customer you must attract to scale
up fast. How well do you know your Frank?

40. To download the Finding Frank Exercise: http://www.edcapaldi.com/sales#Frank

41. AGILE IS A DIFFERENT MINDSET
IT CHANGES THE GAME FUNDAMENTALLY

43. AGILE MANIFESTO’S 4 VALUES
1. Individuals & interactions over processes and tools
2. Working product shipped at regular intervals over
comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following the plan
That is, while there is value in the items on the right, we value
the items on the left more. (Values = Being Agile)
February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains, Utah

44. AGILE MANIFESTO’S 12 PRINCIPLES
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change
for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a team is face-
to-face conversation.
7. Working product is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, the team players, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity, is the art of maximizing the amount of work not done, is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.
February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains, Utah

45. AGILE TRANSFORMATIONS
An opportunity for the CIO to build
collaboration in the CEO Office and drive
transformation in a post-industrial age

46. QUESTION
What Job is my CEO trying to get done
when hiring IT Products & Services?

47. To access the Jobs To Be Done videogoto:
https://www.youtube.com/watch?v=sfGtw2C95Ms

48. QUESTION
What non IT products & services can I bring to
the table in this digital reality that will help my
CEO transform the business effectively and
efficiently?

49. To download the Value Proposition Canvas: http://www.edcapaldi.com/sales#VPC

50. Achieving Fit
Your Customer
Observe
Your Product
Design
WH AT WH Y

54. Evidence Based Management

58. AGILE TRANSFORMATION

59. Your
structur
e is your
strategy!

60. The complexity in the simplicity of Agile
Wemanity’s Integrated Agile Transformation
Model™

61. Traditional Org Chart
CEO
VP,
Developmen
t
VP,
Operations
VP, Sales
Admin Salesperson...Team LeaderTeam Leader
Develope
rs
Develope
rs

65. Agile Teams

70. Agile Structures

71. Frederic Laloux
Part 2 – Read First

72. Sustaining the change, using Wemanity’s
Agile Transformation Approach

73. Sustaining the change, using Wemanity’s
Agile Transformation Model
The fundament
for the new
way of working
The fundament for
the transformation
The fundament
for sustaining the
transformation
The fundament for
new behavior, role
model
The fundament for
vertical commitment
Agile Transformation
Agile Training
Agile Stack
Requirements
Testing
Facilitation
APM
Role trainings
Agile leadership
Agile governance
Agile Coaching
Focused
Teams
Individuals
Management
Creating
community of
internal
coaches
Agile
Community
Client
Organization

75. Building the Agile Community
Launch
Community of practices definition
Kick-off
Community of practices activities initiated
Community gatherings
Community sessions for knowledge sharing, learning and
improvement
Corporate sessions
Global sessions for knowledge sharing, learning and
improvement

76. Success Factors
SMART objectives
to create focus
Management
commitment, to
create a suitable
platform
Synchronize all
involved, to have a
common language
Empower people,
facilitate the
process
Discipline and
quality, to do the
right thing right
Walk as you talk,
role model as
management
Work together,
share responsibility

77. WAR ROOMS
TURNING BLAH BLAH BLAH INTO ACTION AND $$$s

79. SCRUM MEETING RHYTHMS

88. Sprint Retrospective
just 5 minutes when mastered

90. • PRODUCT OWNER (effectiveness in building the right
stuff; CEO/ Business Head)
• SCRUM MASTER (builds stuff efficiently, all about
velocity and happiness)
• TEAM (cross-functional, self managing, self
organising)
• THE COACH (accountability and outside in advice)
• LEADERS (not here to make you work, here to make it
possible for you to do great work)
THE KEY ROLES

100. To access this video go to: https://www.youtube.com/watch?v=OJDK-Y_tU2Y