The document emphasizes the importance of enterprise agility in responding to rapid market changes and customer needs, advocating for continuous innovation and a customer-centric focus by leveraging internal start-up methodologies. It suggests creating cross-functional teams, learning from failures, and implementing agile management for quicker returns on investment. Additionally, it highlights the need for a culture shift that embraces feedback, experimental testing of ideas, and measuring team happiness and impact indicators to foster ongoing improvement.

1. EMBRACE ENTERPRISE
AGILITY
TO UNLOCK YOUR GROWTH

2. SPEED OF CHANGE IS
ACCELERATING
New products and services can reach worldwide 50
million users within days or months.
1. You have to innovate with a higher frequency
than the start-ups in your market

3. INNOVATE CONTINUOUSLY OR
…
Big companies can innovate like startups.
Embrace the digital revolution!

4. BIG COMPANIES BECOME
INTERNAL FOCUSED
Start-ups are by nature focused
on (potential) customers.

5. CUSTOMER FOCUS

6. BIG COMPANIES BECOME
INTERNAL FOCUSED
Tip: have a monthly customer feedback
session infront of all your employees
Tip: use your own product. Measure the number of
employees that are happy paying customers

7. CREATE SUCCESSFUL
CUSTOMERS
Customers only use it if they become more successful.
Understand the Pain & Passion of your customers.
Innovate continuously to make your customers more
successful.

8. CREATE SUCCESSFUL
CUSTOMERS
Tip: Let your employees do an internship
at your customers
Tip: Ask and measure a lot: ‘Did we make you more
successful, if so by which % increased your profit?’

9. WHY
AGILITY
Speed of change is
accelerating
Reaching 50 million users
( 75 years
35 years
30 days
Embrace the Digital
Revolution
Bank
Movie
Taxi
Managers Empower
Employees
CEOs:
Create environments where
creative employees can excel
Employees
Peter Koning 2015 PeterAgile

10. QUICKLY LEARN
1. Create a save environment to quickly learn
what works and what doesn’t.

11. SAVE ENVIRONMENT
Tip: Create a price for the biggest failure
by which we learned the most.
Tip: be the new culture.
Story-tell your own failures with humor.

12. WHAT IS BUSINESS AGILITY?
To Squads; Cross-functional teams
CUSTOMER CENTRIC BY
WORKING IN SQUADS
From: Invisible department barriers
Sales
Marketin
g
Support Customers
Customers
centric
BUSINESS
AGILITY

13. IMPACT-INDICATORS (GOALS)
Old (project) management
 ROI starts often after deadline
 The actual value is often never
measured and we learn nothing.
Agile Management
 ROI direct after 1st release (MVP) with
less than 20% of the budget
 Earlier cash-flow/impact is used to pay
next iterations
 We learn every 2 weeks. The impact is
therefore higher
Project end Project end
Cash flow and/or
impact earlier

14. GOING CONCERN VS NEW
IDEAS
Change your Governance on new ideas
else they will die in bureaucracy
Innovative new products & services
need a new company culture

15. PROCESS ENTERPRSISE
AGILITY
1: Lean Startup
Canvas
2: Create Bucket
List of ideas
3: Paper Test
your Ideas
 Do you like it?
 Will it help you?
 Will you pay for
it?
 Shall I make it for
you?
4: Define MVP &
Impact KPI
5: Build it
6: Ship it
7: Measure it
8: Tweak it

16. AGILE COMPETITION
BETWEEN TEAMS
 A gamification-maturity model
helps to measure team growth. It
helps to set focus and direction on
the improvements a team makes.
 Teams that reach a next-level are
rewarded with a fun-celebration
 A brief example on the right:
Basic
Growing
Morewithless
Impact-
indicator
shows trend
breach!
Team
continuously
improves.
Market game-
changer
Happiness of
team and
stakeholders
is 8
Impact-
indicator is
tracked.
Trend
visualized.
Continuously
validate ideas
Bucket-list of
ideas
Happiness of
team and
stakeholders
is 7½+
Team roles
are in place
Impact-
indicator is
known
2-weekly
iterations
Happiness of
team is 7+

17. If you’ve any questions? Please let us know
www.prowareness.nl