Your agile platform capability positions you and your business to change faster, innovate radically and clean up legacy drag - All of this requires much more than just the technology and a willingness to use it effectively - CXO Advisor is concerned with the effects of technology, not the technology itself Risk mitigation drives cost. Innovation drives revenue. - Innovation requires agility i.e. -- Speed to results, value -- Responsive change -- Good enough now, with evolution We have the answer

1. CXO Advisor
Advise – Innovate – Change
Being agile

2. CXO Advisor Position
Your agile platform capability positions you and your business to change
faster, innovate radically and clean up legacy drag
All of this requires much more than just the technology and a willingness to
use it effectively
 CXO Advisor is concerned with the effects of technology, not the technology itself
Risk mitigation drives cost. Innovation drives revenue.
Innovation requires agility i.e.
 Speed to results, value
 Responsive change
 Good enough now, with evolution
We have the answer

3. Proposition
For clients who have to change to meet competitive demands:
 We help them change their business and IT operations
 To accommodate agile practices
 Where most needed in their business

4. Thinking about change
Most approaches to change:
 Decide on your future state
 Decide what you need to do to get there
 Do it
Wrong!
The above approach assumes that change is as easy as developing a plan and
executing
 This assumes that the organisation embraces change
The default future of any organisation is defined by powerful present drivers of
stability

5. Drivers of the present – create a default future
External
Internal
Default
Future
If you don’t address the drivers of the default
future, you cannot reach an alternative future
Looks
just like
the
present
Reference: McKinsey Quarterly

6. Our approach
No big bang!
 Agile is not needed everywhere and every-when
 You don’t need a silver machinegun
Map the Business Change Driver (BCD) profile
 Outside-in profile
3 Role Model profile
 Inside-out profile
Map the drivers of the present
 Identify change levers
Use the Active Benefits Realisation (ABR) approach
 give effect to the changes to drive towards the outcome
space

7. Agile change thinking
No big bang!
 Outcome space thinking – then incremental progress
 Good enough now
Active benefits realisation
 Prove the value of the increments
Fail quickly
 If it’s not going to work, learn the lesson then move on
 Requires a whole new take on culture and KPIs
Roles in an agile world
 Business storyteller
• As a (role) I want be able to (function) so that I can (deliverable) in order to achieve
(objective)
 Delivery team – Engagement, Delivery, Developer/s
• Matches stories to developments
 Impact assessors
• Understand the effects of the development, and ensure change occurs

8. Agile change thinking continued…
Without fuss
 Automate everywhere incrementally
 Continuously evolve
 Track and measure
Erase legacy inertia
 If you find yourself in a hole…. Stop digging!
Business measures of success
 Lead and lag
The right levers for the right effect – BCD thinking
The white space
 Proactive
 See the gaps, fill the gaps
 Process for white space identification and promotion
• Position papers
Form follows Function
 Show results before creating structures
Benefits realisation defines future state
 Trust, effectiveness, competence, goodwill

9. Getting agile momentum
Project
Skills
Methods
Timeline
Documentation
Interfaces
Benefits
Project
Project
Project
Project
Project

10. Engineering momentum
Project
Skills
Methods
Timeline
Documentation
Interfaces
Benefits
Project
Project
Project
Project
Project

11. Our recommendation
It’s a journey
Identify momentum change drivers
Take a portfolio view
Agile readiness assessment/s
BCD Mapping – Outside-in profile
3RM profiling – Inside-out profile
Active Benefits Realisation plan
Change plan
Benefits realisation

12. If we work with you
You will identify which areas need to change and how
You will identify the best levers to achieve the agile change
You will be able to justify the change
You will receive incremental benefits
You need to change, and expect to adopt new thinking
We guide the journey

13. IS INNOVATION JUST A BUZZWORD?
Terry White – 082-573-3887 – terryw@cxo-advisor.co.za
Craig Terblanche – 083-309-9763 – craigt@cxo-advisor.co.za

14. Agility readiness is driven by eight factors
We have an assessment tool which quickly identifies these per business
process / department
What drives agile?
Need
Change
energy
Clean
Skills
Resourcing
Measures
Innate
Change
Drivers
Need but
not ready
Individual
BCD position
Change
energy
Clean
SkillsMeasures
Innate
Influence
No need

15. The business environment changes at different rates
The BCD model – change where and when you need to – outside-in
Standard
Commodity
Industry
Customer
Choice
Originate
Rate of change Customer facing
Business engine
Agile change
Life-cycle
change

16. The 3 Role Model informs the “inside-out” perspective
Shared
Services
Core
Business
Strategy
Leadership
Innovation
Shared
Services
Core
Business
Strategy
Leadership
Innovation
Reference: “What business really wants from IT” – Terry White

17. The ABR (Active Benefits Realisation) Approach
Set an outcome space
Define the conditions for outcome space success
Plan ABR stages
Increment towards stage gates
Future state 1
Future state 2
Future state 3
…
Stage 1
Stage 2
Outcome space
X
X A
B
C
D
E
F
G
H
IX
X

18. Change method
Identify the
drivers of the
default future
Apply sufficient
POWER to effect
driver change
Resources to
support the
mechanics of
change
Leading
indicators
• Staff
• Resources
• Position
• Power networks
• Roles
• Plans
• Structure
• SLI engine
• Methods
• Frameworks
• Leverage
• Conventions
• Experience
• Lagging
• Cost
• Revenue
• Technology
implications
• Leading
• Intangible
benefits
• Business
drivers
• 3 Role /
Porters profile
• SLI engine
Governance
Capabilities to
drive the change
• People with
decision rights &
accountability
• Mechanisms to
track change
• NOT the steering
group
Desired
Default
Adapted from: McKinsey Quarterly

19. INNOVATION DRIVES REVENUE – RISK MITIGATION DRIVES COST
Terry White – 082-573-3887 – terryw@cxo-advisor.co.za
Craig Terblanche – 083-309-9763 – craigt@cxo-advisor.co.za